What Is Gen Eisenhower's Leadership Effectiveness

Gen Eisenhower’s leadership style was ineffective for the diverse command teams he led. His people-focused behavior and limited boundary spanning delayed trust and prevented the rapid improvements to the command climate required in a complex environment leading already experienced leaders from different nations. Leader’s behavior impact the effectiveness of an organization. GEN Eisenhower knew eliminating barriers between Allied forces and reducing Anglophobia were critical to successful Allied operations but did little to improve relationships. Ground forces and air support along with allied supporting operations remained unsynchronized. GEN Eisenhower did not engage enough directly with his subordinate command teams while assigned as the Allied Forces Commander. Building trust between command teams and within the chain of command is a critical part to making change in an organization. Many senior level officers recognized that change was required after a slow start in Tunisia and the Africa campaign. People-focused behavior is an excellent way to understand the current climate and where specific change is required. GEN Eisenhower was often disengaged from his subordinate commanders and staff. GEN Eishenhower’s relationship with his staff was challenging because he interacted through a
GEN Eisenhower recognized the importance of this technique and spent much of his time expanding his influence with the British and French. This unfortunately isolated his American generals and increased concerns of favoritism. GEN Eisenhower also missed several opportunities to expand relationships with political leadership. Political leaders understood the importance of the relationship and made the effort to come see GEN Eisenhower. GEN Eisenhower did not see the value of building the relationship with political leaders and focused on military