Leadership Principles of McArthur
from Wikpedia & Leadership Now.com 03/13 enhanced by Peter/CXO Wiz4.biz 3/13
Douglas MacArthur (1880 –1964) was the American general who was Chief of Staff during the 1930s and was the leading US Army commander in the Pacific during World War II. Some of his other achievements were: Valedictorian at his HS Military Academy, graduated top of the class at US Military Academy in West Point (& later became the Commander), rose to the rank of General during WWI – eventually becoming the youngest Major General ever. He retired in 1917 and became Military Adviser to the Philippines.
MacArthur was recalled to active duty in 1941 as commander of US Pacific Forces in WWII. This was followed by Pearl Harbor and his withdrawal from the Philippines. In a famous photo he remarked: “I shall return”. After 3 years, he fought his way back thru each Island and accepted Japan’s surrender on 02 Sept 45 (after the 2 Atomic Bombs were dropped). Next 6 years, he was an “effective” ruler of Japan – implemented sweeping economic, political & social changes. When the Korean War flared up, he was made UN Commander and did a daring Invasion that stopped the North Korean invation. The following are “The MacArthur Tennants” – guidelines, principles of Leadership:
– Am I thoroughly familiar with the technique, necessities, objectives & administration of my job?
– Do I accept responsibility or do I delegate tasks that should be mine?
– Am I arrogant about everything and delegate nothing?
– Do I delegate what is beyond my expertise, so it’s done by the most capable person?
– Do I lose my temper at individuals, who don’t meet my expectations?
– Do I act in such a way as to make my subordinates motivated to follow me?
– Do I develop my subordinates, by placing on each one, as much responsibility as he can handle?
– Have I the calmness of voice & manner to inspire confidence, or am I inclined to be easily provoked?
-Am I a constant example to my subordinates in character, dress, manners & courtesy?
– Am I inclined to be nice to my superiors and mean to my subordinates?
Is my door open to listen to my subordinates?
– Do I correct a subordinate in the presence of others?
– Do I know the name & character of a maximum number of subordinates – for whom I am responsible?
– Am I interested in the personal welfare of each of my subordinates?
– Have I done all in my power by encouragement, incentive to salvage the weak & erring?
– Do I use moral courage in getting rid of subordinates, who have proven themselves – beyond doubt – to be unfit?
Comments? Do you think these are good Principles? Would you add any?