Lieutenant General Harold “Hal” Moore Imagine sitting in a helicopter that is taking to a battle ground were an estimated 2000 enemy troops are awaiting your arrival. You know you are heavily outnumbered but regardless, you have a mission to complete. The lives of your subordinates sit in the brink as they are counting on your ability to make split second decisions, employ meticulously devised tactics, and give precise orders. These are the challenges Lieutenant General Harold “Hal” Moore faced on 14 Nov 1965 during the first battle of the Vietnam War. This essay will outline how Gen. Moore was a visionary who displayed transformational leadership skills through idealized influence that aided the United States in its success on the …show more content…
During the Battle of LZ X-Ray in the Ia Drang Valley, he was outnumbered 4 to1 and still led his troops to victory (Moore & Galloway, 1992). Prior to that battle, President Johnson elected to debut a new style of warfare using helicopters that would allow the U.S. Army to overcome Vietnams rugged terrain. This new Division of the Army would be dubbed the 1st Cavalry Division, Airmobile and its Commander; Lt. Col Harold Moore would lead the charge (The Out Post, 1996). As referenced in the Thomas N. Barnes Center Team Building Lesson, Air Force Doctrine Document 1, Leadership and Force Development, states that, “The primary task of a military organization is to perform its mission”, (Team Building p.3) and that is just what Gen Moore planned to do. Believing so strongly in the Army’s approach to modernizing warfare, he began diligently preparing. Moore physically and mentally trained his men in order to effectively execute the Army’s newest vision. Given that these types of tactics had never been used before, it was squarely placed on Moore to be innovative and creative in order to keep his men safe and prevail against the enemy. Moore knew how he conducted business over the next year would mean the difference between success and failure, life and death. Moore ensured that his men at all levels understood the people, the tactics, and history of Vietnam. Moore himself studied his enemy
James R. McDonough sets a spectacular example of what it is to be a second lieutenant in the United States Army and what it is truly like to lead a group of enlisted soldiers for the first time. Lieutenant McDonough, a graduate of West Point, was deployed as a platoon leader in a small fort with the mission of holding a Vietnamese village out of the hands of the Viet Cong. When he arrived, Lieutenant McDonough discovered that the former Lieutenant and platoon leader of the 2d Platoon, Bravo Company, 4th Battalion, 503d Infantry (Airborne) hardly ever left his
Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with
The movie “Twelve O’ Clock High” is a case study in the application of leadership theory during World War Two. Gregory Peck portrays Brigadier General Savage, a United States Army Air Force officer thrust into a situation that requires a maximum effort both on the ground and in the air as he attempts to re-invigorate an undisciplined, anxiety ridden, and ineffective combat unit. Throughout the movie we observe Peck’s character employing a variety of leadership methods, but ultimately discovering that true combat effectiveness and cohesion is accomplished through a
In 1961 President Kennedy sent a group who’s mission was to report on conditions in the South and assess if the United States should continue to deploy troops to Vietnam -Brigham, 1. In 1962 there was a massive increase of United States troops in Vietnam –MacDonald, 626. The numbers grew so large that they almost tripled. This led for the South Vietnamese to be instructed by advisors, who were attachments in the field -MacDonald, 627. Army recruits in the Special Forces were brought in to train the tribesman in the highlands. They also assisted the South Vietnamese in some of the more remote regions of the country -MacDonald, 627. The Civilian Irregular Defense Groups accompanied the Special Forces advisors, and they were able to disrupt the flow of the North Vietnamese from the country of Laos into South Vietnam -MacDonald, 627. These men were in charge of most parts of the operation, in a country where leadership had never been encouraged -MacDonald, 628. The United States troops also had many problems directing the civilians because of the language barrier. At the same time the Special Force troops were frustrated in directing their tactics -MacDonald, 628.
During arduous combat operations coinciding with a high OPTEMPO unit cohesion may flux toward a detriment of mission success. This report will focus on the 56TH Armored Brigade Combat Team (ABCT) in order to address the critical leadership problem. In addition, focus will center on relevant facts and assumptions that led to the critical leadership problem and rectify the issues. Furthermore, a new ABCT vision will be published in order to restructure the organizational culture toward a unified purpose and an increase in esprit de corps. (Verify with lesson for correct purpose)
Successful leadership on a battlefield can be measured in different ways. It is possible for a good, successful leader to lose a battle. Conversely, it is possible for an ineffective leader to win a battle, given the right circumstances. What distinguishes a successful leader from an unsuccessful one is his/her ability to oversee an operation using effective mission command. In ADP 6-0, mission command as a philosophy is defined as “as the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations” (ADP, 1).
The award-winning novel by Stephen Ambrose, Band of Brothers: Easy Company, 506th Regiment, 101st Airborne from Normandy to Hitler's Eagle's Nest, discusses one of the greatest examples of mission command in the form of 1st Lieutenant Richard Winters and his role in the Brecourt Manor Assault. This battle is a textbook example of how to fight against a superior enemy force that outnumbered the unit by four times as much. Facing overwhelming odds with just 16 paratroopers against over 60 German Soldiers, 1LT Winters nevertheless prevails and succeeds in achieving his objective while minimizing casualties to just three Soldiers lost. Looking back further into the American Revolution, the Battle of Bunker Hill on the American side is one of
The United States of America, one of the most powerful nations in the world at the time, was completely unprepared for the war that it had joined in Vietnam. The terrain was unlike any we had ever fought in. From mountains to jungles to rice paddies, it was wet, hot, cold, and completely unforgiving. To say that the political situation was tenuous would be a drastic understatement. Not only could officials not make up their minds, neither could the general populace. The media had an influence in this war that was heretofore unseen. All of these factors were a great obstacle in and of themselves and then we put into play the greatest obstacle of all: the enemy. This was an enemy like we had never seen. The North Vietnamese Army (NVA) and the Vietcong (VC) were fast, agile, adaptable, and extremely unpredictable. The VC hid among the common populace and fought like demons. The NVA were well supplied, well organized, and did not restrict themselves the way many large armies do. This forced us to have to rapidly adapt and develop new tactics, techniques, and procedures (TTPs) in order to counter all of these obstacles. Due to these needs and the rapidly advancing technology and versatility of helicopters, the Air Cavalry was born. The Air Cav was composed of several types of airframes including transport aircraft, attack aircraft, and reconnaissance aircraft. The reconnaissance aircraft were also known as Aeroscouts and were known for their boldness, audacity,
What might have been the setback we previously faced in making decisive, clear or sound effective decisions? Was it a defect in how Commanders and Leaders led units or troops, or perhaps the philosophy in which we chose to command and control every aspect of the battlefield? What does it mean to recognize or comprehend the art of Command and the science of Control? The six principles of mission command are key in developing a cohesive team that will support all aspects of the mission. Asking “why” is now encouraged when it pertains to certain situations or missions. Understanding the purpose of why a course of action or desired outcome is necessary, leads to mission success and a cohesive unit with thinking leaders. Thinking clearly usually isn’t an issue for most leaders, but position an individual in a situation of extreme stress or complexity, then there might be a reason to be concerned. Through
On November 14, 1965 the first battle of the Vietnam War had begun. This is a war between communism and democracy. The first major part of the war between the United States and Northern Vietnam was the Battle of Ia Drang. The battle erupted in the Ia Drang Valley of the Central Highlands. Lt. Col. Harold Gregory Moore took his 1st Battalion and 7th Calvary sent an assault near the Chu Pong hills. The North Vietnamese's 33rd regiment attacked our troops later that day. The fighting lasted all day and continued into the night however both sides were receiving support throughout the night and next day. Around noon on the 15th more companies arrived and helped Col. Moore giving us the upper hand. Once the three day battle ended, 834 were confirmed
In any mission, the Commander is the most imperative participant. He or she guides the mission to the intended outcome. It is through the commander’s activities that the directed outcome is achieved. Through successful understanding, visualizing, describing, directing, leading and assessing the commanders of Soldiers are able to accomplish the directed mission and thus winning wars. Throughout the role of commander in the Battle of Hamburger Hill, Lieutenant Colonel Weldon Honeycutt attempted the complete these commander’s activities. (ADRP 5-0) The successes and failures of mission command he had, will be explained, giving a better understanding of the Battle of Hamburger Hill and the pivotal turning point in the Vietnam war.
Early in 2012, after Benghazi the 1st CBCS was being deployed to everywhere within EUCOM and AFRICOM AORs and the communication teams were not trained properly or ready to deploy at a moment’s notice. Between my leadership and a few key change agents (including myself), we developed a vision of how the unit should train to correct our readiness. We decided on a “crawl, walk, run” style where teams would first get UTC qualified, then conduct bay exercises, and finally end with a field exercise qualifying the members. As a key change agent, I was tasked on implementing my commander’s vision of this new training concept. I was unsure how I was going to do this but I relied on using the lessons of change management to create a sense of urgency within the flight and Idealized Influezing to motivate my team. I brought the flight together to explain why we are changing up our old way training to this new concept. I explained we were in a “New Normal” and if were to succeed in out missions while being ready to deploy at a moment’s notice we would have to be ready at all times while remaining expertly proficient. By creating this sense of urgency for change, I then relied on using Idealized Influencing to further explained to them that I will be right there with them putting in the long hours and time train so we could be the best and support the commanders vision of being ready to deploy at a moment’s notice. As stated previously Gen Moore used change management techniques and idealized influencing to train his battalion and eventually fight in Vietnam using these concepts, just liked I did with in implementing my commanders new vision of training within my
On 2 April 1972, Lt. Col. Iceal Hamilton, call sign BAT-21 Bravo, was a navigator aboard an EB-66C Airplane escorting three B-52s. His plane was hit by a SA-2 surface-to-air missile (SAM). He was the only survivor. Rescue efforts ensued causing it to become the largest single rescue efforts of the Vietnam War. As a direct result, there were 5 aircraft destroyed, 11 Soldiers killed, 2 Soldiers captured, and several other aircraft severely damaged. This rescue mission single handedly changed the way the Air Force conducts Search and Rescue (SAR) operations to this day.
Military leaders often study their enemies’ past or the location in which they operate to better understand what they are up against and what will make them successful. LTC Hal Moore studied his enemy extensively before taking part in the Battle of Ia Drang in Viet Nam, 1965. This was the “first major engagement of the war between regular U.S. and North Vietnamese forces.” Had he not known his enemy’s tactics, the soldiers of the 1st Battalion, 7th Cavalry would’ve been crushed by the North Vietnamese troops. Today, events called staff rides have become commonplace in the United States military. Officers study different aspects of a particular battle and visit the site, each taking turns briefing their part so all may visualize and fully understand the entire
Colonel Moore demonstrated his creativity in the scene where the cannon would not fire because it was too hot and they had no water supply to cool it off. He showed that he was a leader who could think on his feet and improvise. He stood up and starting pissing on the cannon to cool it off and ordered his men to do the same. In war, and many times in business and personal