Offering a unique and original perspective on Britain's 'Small Wars' leadership culture - this title is an essential reading for serving soldiers and scholars of military studies. It is based on original archival research. It offers fascinating survey of counterinsurgency operations - with relevance for today's military and security. Between 1948 and 1960, the British army conducted three important counterinsurgency operations in Malaya, Kenya and Cyprus. During that time, military leaders inspired the evolution of a distinct organisational culture, known as 'small wars culture', which affected learning, discipline and attitudes towards leadership and fellow soldiers. Using a synthesis of organisational theory and archival research, this book explores how military leaders embedded and transmitted this particular military organisational culture within the British army and provides an analysis of leaders' characteristics, their support networks and past experiences. This book will be of interest to counterinsurgency specialists, the British Army and military historians and sociologists, as well as to serving military forces.
Chapter One - Introduction
Military Leadership and Organisational Culture
Background
Outline
Scope and Case Studies
Chapter Two - The Legacy of Imperial Policing
Pre-World War One: Small Wars and Learning Leaders
Sir Garnet Wolseley
Lords Roberts and Kitchener
Leaders and Doctrine
The First World War and the Learning Cycle
The Inter-War Years
Amritsar, 1919
Ireland, 1919-1921
Inter-War Small Wars Doctrine
The Palestine Mandate
The Second World War and the Learning Cycle
Burma and the Chindits
Palestine, 1945-1947
Chapter Three - The Malayan Emergency, 1948-1960
Leadership Characteristics and Cultural Evolution
The leaders' role in embedding and transmitting culture
Phase One, 1948-50
Phase Two, 1950-52
Phase Three, 1952-54
Phase Four, 1954-60
Doctrine, Training, & the Institutionalisation of Learning
Leadership & the Perpetuation of Culture in Malaya
Charismatic Leadership
Enabling Conditions
Support Networks
Continuity of Experience
Chapter Four - Kenya and the Mau Mau Uprising, 1952-1956
Leadership Characteristics and Cultural Evolution
The leaders' role in transmitting and embedding culture
Phase One, October 1952-June 1953
Phase Two, June 1953-April 1954
Phase Three, April 1954-January 1955
Phase Four, January 1955-November 1956
Doctrine, Training, & the Institutionalisation of Learning
Leadership and the Perpetuation of Culture in Kenya
Charismatic Leadership
Enabling Conditions
Support Networks
Continuity of Experience
Appendix A: Erskine's Directive
Chapter Five - Cyprus, 1955-1960
Leadership Characteristics and Cultural Evolution
The leaders' role in transmitting and embedding culture
Phase One, April 1955-October 1955
Phase Two, October 1955-November 1957
Phase Three, November 1957-August 1960
Doctrine, Training, & the Institutionalisation of Learning
Leadership and the Perpetuation of Culture in Cyprus
Charismatic Leadership
Enabling Conditions
Support Networks
Continuity of Experience
Chapter Six - Conclusion
Findings
Embedding and Transmitting Culture
Charismatic Leadership
Support
Continuity of Experience
Summary
Short and Long Term Learning Cycles
Long-Term Learning
Short-Term, Campaign-Specific Learning
Annex A: Timeline of Events
Annex B: A Note on Conventional Warfare Thinking
Annex C: Glossary of Terms
Bibliography
