Case Study for Analyzing Senior Leader Responsibilities
This casualty count represented lust under one third of the committed airborne force; It was more than among all Allies on 6 June 1944, the first day of Operation 1 There were over 1 7,000 Allied casualties, when the ground force numbers are Included. More than one Allied division was lost In the 10 days of Operation. This paper will examine responsibilities In senior leader decision making, using Operation as the case study.
While understanding hindsight is 20/20, it will insider what senior leaders said and did about the operation before it launched to determine if those responsible did what they were charged to do. It will also consider whether the plan was sound, or if it should have been conducted at all. 2 Overview of Situation – Western Europe – Early September 19442 After significant Allied ground gains following the breakout from Normandy until early September 1944, both Montgomery 21 SST Army Group (United Kingdom (ELK)) and Lieutenant General (LET) Omar N.
Bradley 12th Army Group (US) were grinding to a halt due too lack of applies. The 21 SST Army Group was generally along the Belligerence border, with fighting continuing in pockets along the coast, mainly around major port cities. The 12th Army Group had crossed the Moslem River and was closing in on the German border south of the Redness Forest.
L TAG Jacob L. Divers’ 6th Army Group (US) was moving northeast through France following its success in southern France in operation . Figure 1. Both Montgomery and Bradley were clamoring for supplies, most significantly gasoline, needed to continue their operations.
Allied forces were still reliant on supplies being trucked predominately from the Churchgoer port in France, more than 400 miles from the 12th Army Group.
Allied bombing campaigns prior to destroyed Operation Market Garden: Case Study for Analyzing Senior Leader Responsibilities By sadness and staffs of all effected echelons before it was conducted. And in the end, it was an among three participating Allied airborne divisions. This casualty count represented just under one third of the committed airborne force; it was more than among all ever 17,000 Allied casualties, when the ground force numbers are included.
More than one Allied division was lost in the 10 days of Operation . This paper will examine responsibilities in senior leader decision making, using Operation Montgomery 21st Army Group (United Kingdom (I-J)) and Lieutenant General (LET) Omar N.
Bradley 12th Army Group (US) were grinding to a halt due to a lack of supplies. The 21st Army Group was generally along the Belligerence border, with fighting continuing in pockets along the coast, mainly around major port cities. The
