Military Leadership and Counterinsurgency: The British Army and Small War Strategy Since World War II (International Library of Security Studies)

"Offering a unique and original perspective on Britain's 'Small Wars' leadership culture - this title is an essential reading for serving soldiers and scholars of military studies. It is based on original archival research. It offers fascinating survey of counterinsurgency operations - with relevance for today's military and security. Between 1948 and 1960, the British army conducted three important counterinsurgency operations in Malaya, Kenya and Cyprus. During that time, military leaders inspired the evolution of a distinct organisational culture, known as 'small wars culture', which affected learning, discipline and attitudes towards leadership and fellow soldiers. Using a synthesis of organisational theory and archival research, this book explores how military leaders embedded and transmitted this particular military organisational culture within the British army and provides an analysis of leaders' characteristics, their support networks and past experiences. This book will be of interest to counterinsurgency specialists, the British Army and military historians and sociologists, as well as to serving military forces."--Bloomsbury publishing. Chapter One - Introduction -- Military Leadership and Organisational Culture -- Background -- Outline -- Scope and Case Studies -- Chapter Two - The Legacy of Imperial Policing -- Pre-World War One: Small Wars and Learning Leaders -- Sir Garnet Wolseley -- Lords Roberts and Kitchener -- Leaders and Doctrine -- The First World War and the Learning Cycle -- The Inter-War Years -- Amritsar, 1919 -- Ireland, 1919-1921 -- Inter-War Small Wars Doctrine -- The Palestine Mandate -- The Second World War and the Learning Cycle -- Burma and the Chindits -- Palestine, 1945-1947 -- Chapter Three - The Malayan Emergency, 1948-1960 -- Leadership Characteristics and Cultural Evolution -- The leaders' role in embedding and transmitting culture -- Phase One, 1948-50 -- Phase Two, 1950-52 -- Phase Three, 1952-54 -- Phase Four, 1954-60 -- Doctrine, Training, & the Institutionalisation of Learning -- Leadership & the Perpetuation of Culture in Malaya -- Charismatic Leadership -- Enabling Conditions -- Support Networks -- Continuity of Experience -- Chapter Four - Kenya and the Mau Mau Uprising, 1952-1956 -- Leadership Characteristics and Cultural Evolution -- The leaders' role in transmitting and embedding culture -- Phase One, October 1952-June 1953 -- Phase Two, June 1953-April 1954 -- Phase Three, April 1954-January 1955 -- Phase Four, January 1955-November 1956 -- Doctrine, Training, & the Institutionalisation of Learning -- Leadership and the Perpetuation of Culture in Kenya -- Charismatic Leadership -- Enabling Conditions -- Support Networks -- Continuity of Experience -- Appendix A: Erskine's Directive -- Chapter Five - Cyprus, 1955-1960 -- Leadership Characteristics and Cultural Evolution -- The leaders' role in transmitting and embedding culture -- Phase One, April 1955-October 1955 -- Phase Two, October 1955-November 1957 -- Phase Three, November 1957-August 1960 -- Doctrine, Training, & the Institutionalisation of Learning -- Leadership and the Perpetuation of Culture in Cyprus -- Charismatic Leadership -- Enabling Conditions -- Support Networks -- Continuity of Experience -- Chapter Six - Conclusion -- Findings -- Embedding and Transmitting Culture -- Charismatic Leadership -- Support -- Continuity of Experience -- Summary -- Short and Long Term Learning Cycles -- Long-Term Learning -- Short-Term, Campaign-Specific Learning -- Annex A: Timeline of Events -- Annex B: A Note on Conventional Warfare Thinking -- Annex C: Glossary of Terms -- Bibliography Offering a unique and original perspective on Britain's 'small wars' leadership culture, this title is an essential reading for serving soldiers and scholars of military studies. Based on original archival research, it offers a fascinating survey of counterinsurgency operations with relevance for today's military and security. Between 1948 and 1960, the British army conducted three important counterinsurgency operations in Malaya, Kenya and Cyprus. During that time, military leaders inspired the evolution of a distinct organizational culture, known as 'small wars culture', which affected learning, discipline and attitudes towards leadership and fellow soldiers. Using a synthesis of organizational theory and archival research, this book explores how military leaders embedded and transmitted this particular military organizational culture within the British army and provides an analysis of leaders' characteristics, their support networks and past experiences. This book will be of interest to counterinsurgency specialists, the British Army and military historians and sociologists, as well as to serving military forces I perioden 1948 - 1960 gennemførte den britiske hær tre tre omfattende oprørsbekæmpende operationer. Malaya 1948-1960, Kenya 1952-1956 (Mau-Mau) og Cypern 1955-1960. I bogen analyseres, den omstilling fra at føre konventionel krig, som den britiske hær førte bl.a. under 2. Verdenskrig, der krævedes for at bekæmpe oprørsstyrkerne, herunder førings- og ledelsesmæssige principper, der blev revideret, samt en ændret organisation og uddannelse af de indsatte britiske tropper, som bevirkede at oprørsbekæmpelsen lykkedes Victoria Nolan. Includes Bibliographical References (p. [273]-287) And Index.