Publisher's Synopsis
Eisenhower preferred to build consensus for his strategies by using multiple communication techniques to convey his intent. If consensus was not achieved and his intent was not carried out he would aggressively move to eliminate the source of friction. This book will analyze four case studies to demonstrate that it is critically important for subordinates and peers to understand the influence of leadership styles on strategic decision makers. It will also argue that the consequences for not understanding strategic decision makers can mean the difference between individual, organizational or national success or failure. There are four principal conclusions to help subordinates and peers succeed by identifying and understanding the influence of leadership styles on strategic decision makers. Eisenhower believed strongly in the reasons behind his strategies, which provided the motivation to pursue their implementation. Second is his preference for a consensus building approach to strategy development. Third is that Eisenhower used multiple methods to communicate his intent and the importance of his strategies. If a subordinate or peer did not support his strategy he would continue to try and persuade them to his view but if they did not see his vision he would move to eliminate the threat to his strategy.
