Former Army Chief of Staff General Edward C. Meyer, assisted by R. Manning Ancell and Jane Mahaffey, wrote this book ostensibly to evaluate the leadership of Army full (four-star) generals during and since World War ll and the formative experiences of those who later achieved that rank.  Since the last half-century has been a period of profound change in the world, the authors have further attempted to draw conclusions “concerning the impact of those changes on the officer corps and its leadership.”

Beginning with “Marshall, Arnold and Their Generals,” this study concentrates on the professional development of the 17 men who earned four stars in World War ll; their common leadership, staff, and educational experiences; and their frequently intertwined careers during the interwar years.  From that point on, the study chronicles the careers of the Army’s senior leaders through Barry R. McCaffrey, who was promoted to general on 17 February 1994. 

The author’s theme, although ambiguous and underdeveloped, seems to be the role and importance of mentorship.  Although it is never actually defined, the infrequent references to mentorship imply it is the same as “sponsorship,” includes influencing “others through efficiency reports,” and is perhaps a form of favoritism.  This is in conjunction with a subtle pro-West Point stance that permeates the book.  The study concludes that future leadership will require three unique areas of expertise: politico-military, manager/technician, and operational commander.  Like the senior leaders of the past, future leaders must also be “leaders of character dedicated to a lifetime of service to our nation.”

This confusing book seems to be Meyer’s memoir, interspersed with long quotes --  often irrelevant, gratuitous, and out of context -- from generals lauding the accomplishments and attributes of fellow generals.  The study is disjointed, with the only continuity being provided by a general chronology of the events described.  In addition, the text contains inconsistent capitalization of terms and titles, unexplained abbreviations, an incomplete and inaccurate index, and numerous quotations for which no source is cited (three on page 77 alone).  In addition, the use of nicknames when introducing general officers -- which might be acceptable in an autobiography -- is not appropriate in what is supposed to be a serious study.  Neither are such phrases as computers being “more of a pain in the ass than a help.”

Although the study of leadership and the stated intent of Who Will Lead? are certainly worthwhile, this book is not a success.  It is inadequately researched, poorly written, and badly edited.  Infantrymen should not spend their valuable time or money on this muddled and wholly unsatisfying book. 

Book Review, Who Will Lead? Senior Leadership in the United States Army, by Edward C. Meyer, R. Manning Ancell, and Jane Mahaffey, Infantry 85 (September-October 1995): 50.