Montgomery McFate
- Published in print:
- 2018
- Published Online:
- June 2019
- ISBN:
- 9780190680176
- eISBN:
- 9780190943059
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190680176.003.0003
- Subject:
- Political Science, Conflict Politics and Policy
This chapter asks: how does a young, British woman succeed in leading a group of patriarchal, hierarchically organized, tribal head hunters? In Burma during World War II, Ursula Graham Bower ...
More
This chapter asks: how does a young, British woman succeed in leading a group of patriarchal, hierarchically organized, tribal head hunters? In Burma during World War II, Ursula Graham Bower recruited, trained and led a group of Naga head hunters successfully against the Japanese. She was the only woman to hold a de facto combat command in the British Army during WWII. This chapter distinguishes between transactional and transformational models of leadership, discusses some of findings on the role of gender in transformational leadership and then examines the literature on cross-cultural leadership, which indicates that roles and norms of leadership depend on the cultural context. If desirable leadership traits are culturally dependent, then it seems likely that the Naga would not have accepted Bower as a leader under any circumstances. Yet, in a society where leadership was hereditary, male, and based on the collective, Ursula Graham Bower was able to lead the Naga successfully against the Japanese. This chapter considers the topics of cultural difference, cultural congruence, rapport and cultural adjustment in cross-culture in extremis military leadership.Less
This chapter asks: how does a young, British woman succeed in leading a group of patriarchal, hierarchically organized, tribal head hunters? In Burma during World War II, Ursula Graham Bower recruited, trained and led a group of Naga head hunters successfully against the Japanese. She was the only woman to hold a de facto combat command in the British Army during WWII. This chapter distinguishes between transactional and transformational models of leadership, discusses some of findings on the role of gender in transformational leadership and then examines the literature on cross-cultural leadership, which indicates that roles and norms of leadership depend on the cultural context. If desirable leadership traits are culturally dependent, then it seems likely that the Naga would not have accepted Bower as a leader under any circumstances. Yet, in a society where leadership was hereditary, male, and based on the collective, Ursula Graham Bower was able to lead the Naga successfully against the Japanese. This chapter considers the topics of cultural difference, cultural congruence, rapport and cultural adjustment in cross-culture in extremis military leadership.
Kerry E. Irish
- Published in print:
- 2017
- Published Online:
- May 2018
- ISBN:
- 9780813174723
- eISBN:
- 9780813174778
- Item type:
- chapter
- Publisher:
- University Press of Kentucky
- DOI:
- 10.5810/kentucky/9780813174723.003.0005
- Subject:
- History, Military History
This chapter examines the idea of cross-cultural leadership through the military career of Dwight D. Eisenhower. Eisenhower’s successful leadership as the supreme Allied commander stemmed from nearly ...
More
This chapter examines the idea of cross-cultural leadership through the military career of Dwight D. Eisenhower. Eisenhower’s successful leadership as the supreme Allied commander stemmed from nearly two decades of preparation. Serving overseas during the interwar period under generals such as Fox Conner and Douglas MacArthur, Eisenhower came to appreciate both the need for truly unified allied commands and the leadership behaviors essential for their effectiveness. He recognized the importance of flexibility, accountability, humility, consultation, patience, and trust in his relationships with fellow officers and foreign leaders. During the war, Ike proved especially deft at working with political leaders like Franklin Roosevelt and Winston Churchill, with Allied military commanders like Bernard Montgomery and Charles de Gaulle, and with his senior military subordinates like George Patton.Less
This chapter examines the idea of cross-cultural leadership through the military career of Dwight D. Eisenhower. Eisenhower’s successful leadership as the supreme Allied commander stemmed from nearly two decades of preparation. Serving overseas during the interwar period under generals such as Fox Conner and Douglas MacArthur, Eisenhower came to appreciate both the need for truly unified allied commands and the leadership behaviors essential for their effectiveness. He recognized the importance of flexibility, accountability, humility, consultation, patience, and trust in his relationships with fellow officers and foreign leaders. During the war, Ike proved especially deft at working with political leaders like Franklin Roosevelt and Winston Churchill, with Allied military commanders like Bernard Montgomery and Charles de Gaulle, and with his senior military subordinates like George Patton.
