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By LTC Douglas A Cox, Air University Press
With Airpower management at the entrance Line: Lt Gen George H. Brett and wrestle Command, Douglas Cox makes a novel contribution to American airpower biography. Books abound on personalities that extend excessive rank and whose careers culminate in nice good fortune. those experiences usually glean willing perception approximately management kind, and a few are vocationally priceless as examples of powerful command. however the research of history’s nice winners yields whatever under an entire dimensional feel of chief- send. The exam of these women and men who don't really achieve exalted prestige can ﬂesh out the teachings of powerful management. this can be what Cox does the following. George H. Brett definitely reached excessive rank, and merely the main cynical and uninformed observer could pass judgement on his occupation a failure. but international conflict II didn't propel him alongside an analogous occupation trajectory of a Curtis LeMay or a Hoyt Vandenberg or a Jimmy Doolittle. Why? For every kind of purposes; a few of that have been sturdy, a few undesirable, a few inside Brett’s regulate, and others fullyyt open air his purview. via a cautious exam of basic and secondary resources, in addition to his personal acumen as a pointy ofﬁcer, Cox makes use of Brett’s existence to light up these elements that at ﬁrst sped Brett throughout the ranks after which these variables that seemed to block his additional development. Cox reminds us of what we frequently be aware of intuitively yet usually for- get intellectually: that luck has many fathers, together with own success and fortuitous condition. Airpower management at the entrance Line pulls no punches concerning Brett’s boundaries, however it additionally recognizes broader elements at play in his occupation. finally, Cox delineates these components that make for winning leaders; and, extra importantly, indicates which between these variables are inside a person’s regulate and accordingly priceless of consciousness and effort. up to experiences of commanders who grabbed the brass ring, this exam of George H. Brett provides perception into the makings of potent management and winning command.
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Extra info for Airpower Leadership on the Front Line
Bombs, shrapnel, machine-gun slugs, were falling as thickly around them as snowﬂakes. . Three hundred “heavies” exploded on that ﬁeld. The Japs played hard for their chance to knock out the whole Supreme Command at once. Thumpers came as close as 20 yards; dive bombers stitched the trench with machine-gun sprays. But neither general was hurt, although both got plenty muddied. 15 Command arrangements were confused and frequently changed during December 1941. On 13 December 1941 Brig Gen Julian Barnes was aboard a reinforcement convoy bound from Honolulu to the Philippines when he received word that his command had been redirected to Australia.
PORT MORESBY bombed yesterday. 1 Brett’s near-term prediction proved absolutely accurate. Japanese landings on Java beginning 1 March 1942 rapidly achieved success, and the Dutch army surrendered on 9 March 1942. His conclusion about the imminent invasion of Australia proved wrong, however. 2 On the day before General Brett’s departure from Java for Australia, General Marshall drafted orders for President Roosevelt’s signature, ordering General MacArthur out of the Philippines to take command in Australia.
But before I had ﬁnished the letter in which I was reporting . . to Portal, I learned that General Brett had somewhat antagonized [sic] the Minister of State by making some comments which were possibly too outspoken. By 23 September Sir Miles Lampson felt obliged to telegraph to [British Foreign Secretary Sir Anthony] Eden that he had seen Brett several times and that the General was so frankly critical that his comments ought to be passed on to the Foreign Ofﬁce. Brett’s ﬁrst criticism, it appeared, was that a uniﬁed command should be set up.
Airpower Leadership on the Front Line by LTC Douglas A Cox, Air University Press