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Essay / Research Paper Abstract
A six page paper which considers the leadership style of David E Grange, with reference to his own command experience and the training programmes for officers which he instigated. Bibliography lists five sources.
Page Count:
6 pages (~225 words per page)
File: JL5_JL.grange.rtf
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Unformatted sample text from the term paper:
training methods which he still employs, and which give considerable insight into his methodology and his style of leadership. According to his biography on bestranger.com, Granges military record is impressive.
He first enlisted in the early 1940s and served in various campaigns in Europe in World War Two. He later served several terms in Korea and Vietnam, and in several
senior command posts after the end of the Vietnam war. After his retirement, he maintained his links with the military in various capacities, including acting as a consultant for CNN.
In assessing his style of leadership, it is evident that there are various
distinctive features about his methodology. He constantly reiterates, for instance, the importance of personal development both physical and mental: the idea that the soldier should be all he can be
and the importance of trust and teamwork (Shinseki, 2002). In addition, he is not the type of leader who considers it adequate to lead from behind a desk, and makes
a point of putting himself through the same rigorous training as he demands of his soldiers. He sees it as vital that a leader should understand not only the difficulties
that his troops have to face, but also the strengths and weaknesses of subordinates, in order to deploy commanders in the most strategically effective way.
This is particularly well illustrated in the Mangudai training programme which Grange developed as a rigorous
type of in-service training for officers. Much of Granges techniques arise out of his commando experience, both as a Ranger in Vietnam and later in the Gulf war, and the
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