Essay on Leadership Styles

795 WordsMar 8, 20134 Pages
The leadership styles of the United States Presidents can make them effective or it can limit their effectiveness. The effectiveness of the President has direct effect on the American people. Presidents Dwight Eisenhower and John Kennedy were two leaders that had major influences in the mid-20th century. Both men played a key role in the United States involvement in Vietnam. The experiences, styles of leading, and characteristics of both President’s Dwight Eisenhower and John F. Kennedy intensified the level of involvement the United States had in the Vietnam experience. Even though the leadership styles may have differed, the two leaders refused to let communism spread (Moss, 2010). Presidents Eisenhower and Kennedy’s leadership…show more content…
President Eisenhower gave the command to intervene in southern Vietnam and replace the French (Moss, 2010). This was to maintain a non-Communist state thereby halting the potential spread of Communism. President Kennedy was interested in multiple perspectives on policy; he listened to different sources on conflicting views and planned for debates prior to decision making (Preston, 2001). Kennedy wanted political rest and peace in Vietnam but knew that without US involvement, the fighting and attacks on Vietnam would increase. Because of this, the United States became more heavily involved which meant more military forces and money being spent. Kennedy had made decisions to violate the provisions of the Geneva agreements of 1954, thereby increasing the U.S. military significantly in Vietnam. “Kennedy was not trying to win in Vietnam: he was doing only enough not to lose” (Moss, 2010). This sense of leadership by Kennedy was devised to protect the U.S. by only having a limited partnership with the Vietnam government. For President Kennedy, as a Director, he kept active involvement in policy process and needed assurance that his own thoughts and ideas would dominate the end result. However, as the Navigator, he trusted his advisory team and kept an open advisory system “characterized by a mixed formal-informal advice network” (Preston, 2001). With the dual leadership style the President called for
Open Document