Spanning countries and centuries, a “how-not-to” guide to leadership that reveals the most maladroit military commanders in history—now in paperback. For this book, fifteen distinguished historians were given a deceptively simple task: identify their choice for the worst military leader in history and then explain why theirs is the worst. From the clueless Conrad von Hötzendorf and George A. Custer to the criminal Baron Roman F. von Ungern-Sternberg and the bungling Garnet Wolseley, this book presents a rogues’ gallery of military incompetents. Rather than merely rehashing biographical details, the contributors take an original and unconventional look at military leadership in a way that appeals to both specialists and general readers alike. While there are plenty of books that analyze the keys to success, The Worst Military Leaders in History offers lessons of failure to avoid. In other words, this book is a “how-not-to” guide to leadership.

Almost 80 years on the battle for the Arnhem Rhine crossing remains controversial. Opinion on its justification and success differs widely. This superbly researched book, written by two acknowledged experts, takes a wide-ranging examination of Operation Market Garden from the strategic, operational and tactical level. The role of the Allied commanders involved is scrutinized with surprising results. For example, US General Brereton’s pivotal role has seldom been mentioned, yet he is revealed as responsible for choosing landing and drop zones. The record of airborne forces, both German and Allied, prior to September 1944 raises questions and the doubt that many senior commanders, including Eisenhower, had as to their effectiveness is highlighted. The parts played by VIII and XII Corps of Second Army and General Dempsey, its Commander are scrutinized, as are the actions of local commanders and troops on the ground. Both those with a deep interest in military history and the layman will find much to inform and satisfy them in this valuable and at times provocative account.

U.S. flag officers are intended to be exemplary defenders of duty, honor, and country—but what can we learn by exposing the bad leaders lurking within these venerable ranks? There is an ugly strain of criminal and unethical leadership in the upper ranks of the American military. Despite the exemplary service of most American military members, a persistent minority of U.S. flag officers (Navy admirals and Army, Air Force, and Marine generals) have embroiled the profession in scandal since the Revolutionary War. In Generals and Admirals, Criminals and Crooks, award-winning author Jeffrey J. Matthews examines bad leadership in American military history over the past one hundred years, beginning with war crimes in the Philippine-American War and ending with the recent Fat Leonard corruption scandal. Scrutinizing a range of leadership failures, including moral cowardice, sex crimes, insubordination, toxic leadership, and obstruction of justice, Matthews offers a fascinating analysis of the bases and motives leading to these missteps and explores what could be done to curtail future misconduct of generals and admirals. The book also includes an up-to-date examination of President Trump’s term in office that highlights the vital role honorable military leadership plays in our democracy. Confronting the dark side of criminal and unethical conduct among U.S. flag officers, this frank and historically grounded book offers valuable lessons in leadership that will stimulate further debate and critical self-assessment within the U.S. military.

Articles profiling important military leaders are arranged in A to Z format.

"We live in a world of groups. Almost every facet of daily existence, whether sitting in meetings, collaborating with coworkers, attending classes or programs, contributing to community or social events, participating in family gatherings, even enjoying coffee or meals with friends, takes place in group contexts. In addition, everyone finds themselves in leadership positions at one time or another, responsible for the welfare of others. It is curious, but nevertheless commonplace, that counselors, therapists, teachers, business leaders, executives, coaches, and other helping professionals, who have been specifically trained in group leadership, often fail to apply their knowledge and skills to settings in which they might matter most. The same practitioners who guide others may not be able-or willing-to put that background to work when they find themselves supervising peers, leading meetings, or even managing conflict at the dinner table. Many, if not most, people experience required meetings and mandated group collaborations as tedious, repetitive, and often a waste of time that could be spent doing other things that feel far more productive"--