Jackson And McClellan: A Study In Leadership And Doctrine
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The vehicle for this examination is a comparison of two American Civil war generals, Stonewall Jackson and George McClellan. Purporting to support the same doctrine, the two men achieved remarkably dissimilar results on the battlefield. This analysis demonstrates that the reasons for that difference lay primarily in the realm of leadership rather than in the implementation of doctrine, and identifies the leadership principles key to success at the tactical level of war.
Major Kent Thomas
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Jackson And McClellan - Major Kent Thomas
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Text originally published in 1988 under the same title.
© Pickle Partners Publishing 2014, all rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electrical, mechanical or otherwise without the written permission of the copyright holder.
Publisher’s Note
Although in most cases we have retained the Author’s original spelling and grammar to authentically reproduce the work of the Author and the original intent of such material, some additional notes and clarifications have been added for the modern reader’s benefit.
We have also made every effort to include all maps and illustrations of the original edition the limitations of formatting do not allow of including larger maps, we will upload as many of these maps as possible.
JACKSON AND MCCLELLAN: A STUDY IN LEADERSHIP AND DOCTRINE
BY
MAJOR KENT THOMAS, U.S. ARMY.
TABLE OF CONTENTS
Contents
TABLE OF CONTENTS 3
ABSTRACT 4
INTRODUCTION 5
JACKSON: PRE-CIVIL WAR 8
McCLELLAN: PRE-CIVIL WAR 10
JACKSON: THE CIVIL WAR 12
McCLELLAN:. THE CIVIL WAR 16
ANALYSIS 21
CONCLUSION 30
IMPLICATIONS 31
REQUEST FROM THE PUBLISHER 33
BIBLIOGRAPHY 34
BOOKS 34
PERIODICALS AND ARTICLES 35
GOVERNMENT DOCUMENTS AND MANUALS 35
ABSTRACT
JACKSON AND MCCLELLAN: A STUDY IN LEADERSHIP AND DOCTRINE, by Major Kent Thomas, U.S. Army.
Central to the waging of war at the tactical level is the interplay between leadership and doctrine. Within a doctrinal context, the Army must develop leaders capable of winning the next war. This study examines the balance between leadership and doctrine and identifies the characteristics that distinguish the great leader from the also-ran.
The vehicle for this examination is a comparison of two American Civil war generals, Stonewall Jackson and George McClellan. Purporting to support the same doctrine, the two men achieved remarkably dissimilar results on the battlefield. This analysis demonstrates that the reasons for that difference lay primarily in the realm of leadership rather than in the implementation of doctrine, and identifies the leadership principles key to success at the tactical level of war.
INTRODUCTION
As the United States Army prepares itself for war. It must ash itself several questions. First of all, what doctrine best suits the needs of the force? That must in turn be determined by asking what kind of conflict is expected, and then, if doctrine should vary by theater of war. It, as happens to be the case, the U.S. Army is preparing for war at varying levels of intensity and in widely different theaters, it must be questioned whether the doctrine it espouses should be prescriptive or open ended.
The next major question that must be asked is what kind of leader best suits the needs of the Army? Does the Army seek leaders willing to operate solely within doctrine? If so, do they want a predictable, known quantity, well based in doctrinal instruction? Does such instruction create a team player who recognizes the limits of his charter and stays within predictable boundaries?
Or perhaps does the Army seek a bold, intense, audacious, risk taking leader? Such a leader may not be predictable, but is innovation more important? Is the Army willing to accept leaders who do not fit in well with the team concept, but who get things done when times are tough?
Such comparisons result in an interesting dilemma. Doctrine is critical to coordinated effort during war, but how much doctrine is enough? The U. S. Army’s capstone writing in the area, Field Manual 100-5{1}, is open ended yet also supportive of mission type orders. Some leaders find it too loose, and demand templates and menus for employment of forces. Others decry the rigidity of even