Comparison of leadership styles

Leadership

Eisenhower and Leadership

The purpose of this paper is to introduce and analyze the topic of Dwight D. Eisenhower. Specifically, it will draw connections between the leadership theories of Dwight D. Eisenhower to the leadership theories of Quint Studer's nine principles of service and operational excellence, including the underlying beliefs and values of each leader. Leadership is a necessity in war and the presidency, and Eisenhower led both areas with skill and understanding. He embodied the qualities of a good leader, and certainly would have embraced the nine principles of service and operational excellence, because he was an example of many of them.

Studer's principles, Commit to Excellence, Measure the Important Things, Build a Culture Around Service, Create and Develop Leaders, Focus on Employee Satisfaction, Build Individual Accountability, Align Behaviors with Goals and Values, Communicate at All Levels, and Recognize and Reward Success, all embody the principles of good customer service and leadership at the same time. Eisenhower's own views on leadership are obvious. He once said, "Clearly, there are different ways to try to be a leader. In my view, a fair, decent, and reasonable dealing with men, a reasonable recognition that views may diverge, a constant seeking for a high and strong ground on which to work together, is the best way to lead our country in the difficult times ahead of us" (Medhurst 290). He embodies many of the nine principles in those two sentences, including communicating at all levels, building accountability, align behaviors with goals and values, commit to excellence, and measure the important things. Eisenhower learned many of these principles as he worked his way up the Army ladder to become the lead general of World War II, but he also used them extensively as he made his way to the White House for two terms.

Eisenhower also was able to vary his leadership skills and qualities to adapt to differing situations. This is the mark of a great leader, and it ties in with the nine principles, as well, especially aligning behaviors and communicating at all levels. Eisenhower could communicate with soldiers on a battlefield and with top world leaders, so obviously he had to be flexible, alert, and quick thinking. He also had to be diplomatic and strong at the same time, all qualities of a good leader and communicator. He once wrote to a colleague, "[O]nly a leadership that is based on honesty of purpose, calmness and inexhaustible patience in conference and persuasion, and refusal to be diverted from basic principles can, in the long run, win out" (Medhurst 290). Thus, he understood his own leadership abilities and how he could utilize them most effectively, which is certainly another characteristic of a good, even great, leader.

Eisenhower's abilities to lead also embrace Studer's "Fire Starter" theory, in that Eisenhower inspired loyalty and confidence in his men during the war and in the people of the United States when they chose him as president for two terms. A Fire Starter has to ignite passion and loyalty in those around him, and clearly, Eisenhower could do this. He acted as a Fire Starter when he and his aides conceived of the D-Day invasion in France, and then inspired thousands of men to risk their lives on the beaches of Normandy for their country. Another writer notes, "The general who took the gamble to invade Normandy under adverse weather conditions was unlikely to be a passive observer of his own presidency" (Windsor 145). Eisenhower also inspired the American people to trust him, after all, his major campaign slogan was "I Like Ike," which shows that he inspired confidence and trust in the American people, and they believe in him enough to vote for him and led him lead them. All of these traits are traits of a good leader and Fire Starter, a man who inspires confidence and trust, and truly cares about those around him and their opinions.

Both Eisenhower and Studer understand how important leadership can be. Studer developed his theories after a long career in business and medicine, where he saw what worked and what did not work for industry leaders. He developed his theories with experience and understanding, just as Eisenhower did, and then implemented them by forming his own company, where he could lead others to excellence, another of his nine principles. Studer says of becoming a Fire Starter, "Everyone in your organization gets drawn in. And in the end, you create a culture of excellence for everyone, which in turn creates better service for your customers and clients" (Studer). Studer wants to include everyone in his theories, so they can in turn pass them on to others and become better leaders themselves. He has a clear view of his leadership abilities and his ability to pass these abilities on, as well. That is also the mark of a true leader - he is not afraid of competition or replication, he embraces both without fear.