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Today's business leaders have much in common with President Kennedy. They face monumental decisions in unpredictable times; their actions have implications far beyond their own organizations; and they are judged mercilessly and incessantly by both their constituents and the media. Professionals, then, would do well to study the leadership traits that made Kennedy one of the most respected, beloved, and influential world leaders in modern history. John F. Kennedy on Leadership analyzes what made Kennedy, both before and during his Presidency, a unique and dominant force who would serve as the standard by which future leaders would be judged. Readers will learn the value of: * Planning and decision making: Consult widely, then act. * Crisis management: Don't let events manage you. * Building a team: Find your own "Bobby." * Independence: Don't follow the crowd. * Mistakes: Learn from them and move on. This timely (and timeless) book will be of interest to anyone involved in leadership.
John F. Kennedy's presidency has been well examined, but a frequently overlooked yet crucial component of it was his leadership of the United States armed forces. His relationship with the military was forged by personal combat experience and the many lessons learned during his presidential administration. A staunch supporter of the lower ranks, President Kennedy quickly became disillusioned with the upper echelon of the military, preferring ultimately to rely on his own wisdom and that of a close circle of trusted advisers. As a result, it can be argued that John F. Kennedy was more involved in his role as commander in chief than any other president of modern vintage. His was a unique challenge. The world was changing; military actions were no longer large-scale troop movements but small localized and diplomatic crises with frequent guerrilla activity. President Kennedy, typically, quickly immersed himself in his role. Almost immediately following his election he was confronted with the formidable challenge of the Bay of Pigs. Relying on the advice of the Joint Chiefs of Staff, Kennedy was humiliated by the results of that action, and yet he accepted complete responsibility for it. It was a mistake that would not be repeated. Thereafter, Kennedy questioned everything and came to his own decisions. He began to involve himself in details of the services, reviewing his "new" army, navy, and air force, even spending time thinking about what the individual soldier was wearing and carrying. In John F. Kennedy: Commander in Chief, Pierre Salinger, press secretary and confidant to the president, provides an insightful view of this side of John F. Kennedy. He shares his uniqueunderstanding of all the major events of the Kennedy administration that had a military component. He draws a fascinating and clear depiction of the Kennedy learning curve--illuminating the brilliance of the man. Kennedy learned his lessons quickly. One can only speculate what may have resulted had Kennedy lived and been elected to a second term, especially when one reads Kennedy's commencement address speech at American University included in this volume. This speech, considered by many to be his finest, is remarkable in showing the maturity that President Kennedy had attained. Today it is easy to see the beginning of a new statesmanship in his speech, a new global consciousness, a larger and longer view for peace. Pierre Salinger, tantalizingly and profoundly, traces the maturation of Kennedy in his role as commander in chief and brings us to wonder what might have been.
In this analysis of the Kennedy presidency, Paper attempts to portray his strengths and weaknesses. He evaluates Kennedy's performance as against promises by examining Kennedy's concept of the presidency, methods of decisionmaking, education of the public, and whether he inspired support for his policies and confidence in his leadership. Paper paints the picture of a man, not a myth, who was President. He finds that the man made mistakes, was a politician, was both cautious and daring, and was clearly a product of America's historical past. ISBN 0-517-52342-6.
President Kennedy is the compelling, dramatic history of JFK's thousand days in office. It illuminates the presidential center of power by providing an indepth look at the day-by-day decisions and dilemmas of the thirty-fifth president as he faced everything from the threat of nuclear war abroad to racial unrest at home. "A narrative that leaves us not only with a new understanding of Kennedy as President, but also with a new understanding of what it means to be President" (The New York Times).
The second edition of this classic work adds a new chapter on Barack Obama and updates coverage of the end of the George W. Bush administration. Presidential scholar Erwin C. Hargrove extends his analytical framework of presidential effectiveness to show how Obama combines eventful leadership with pragmatism to move the nation forward in an intensely polarized partisan environment. Features of the textbook: Uses an analytical framework to assess historical context, personal skills and attributes, and the ability to "make a difference" in each of ten presidencies. Four presidents are judged to be "event-making" leaders: Johnson, Nixon, Reagan, and George W. Bush. Six presidents are assessed as "eventful" leaders: JFK, Ford, Carter, George H. W. Bush, Clinton, and Obama. As much a study of leadership as an analysis of ten presidencies, this book adds to our understanding in political science, history, and public administration and management.