November 26, 2024
by Stephen T. Messenger
General Douglas MacArthur’s name is synonymous with his World War II exploits in the Pacific, most notably rescuing the Philippines from a Japanese takeover and assuring them that “I will return,” which he did. He graduated from West Point in 1903, achieved general officer rank in 1918, and remained in service through 1951, one of only nine service members to earn the rank of Five-Star general or admiral in his storied career.
Less known about MacArthur is his heroic leadership in World War I. Throughout this conflict, he took extraordinary risks on the front lines. Always placing boots on the ground and aggressively closing with the enemy, MacArthur was relentless in attacking while leading from the front, earning seven Silver Stars.
His exemplary display of the BRAG+1 leadership model was clear as his men followed him through the harshest conditions of trench warfare. However, much like Teddy Roosevelt and George Patton before him, MacArthur possessed a huge ego and was fired by President Truman at the end.
We all have opportunities to lead in our fields of battle like MacArthur, but unlike him must prevent our hubris from overpowering our desire to support organizational objectives and our people.
Leadership Earned in the Trenches
Before his strategic involvement in global affairs in the 1940s and 50s, Douglas MacArthur earned his leadership legacy in the trenches of World War I. Here, he approached problems aggressively, led charges himself, and was resilient when faced with failure.
MacArthur entered the Great War on February 26, 1917 as the Chief of Staff of the 42nd Infantry Division. Upon arrival, he wasted no time learning from French units and conducting raids. He earned the Silver Star for this action.
As a staff officer, MacArthur could have stayed back in the Division Headquarters but on March 9th, he led one of his line units in an attack across no-man’s land and occupied enemy trench positions. For this he earned the Distinguished Service Cross and Purple Heart.
In the July Champagne-Marne Campaign, MacArthur quickly showed his battlefield bravery by leading four raids of German trenches. Others will follow brave, confident, successful leaders into the fire. Silver Star #2.
In Seringes et Nesles on July 29th, he carried the day by leading an assault across a creek, up a slope, and into enemy fire. Silver Star #3. Days later, he assumed command of the 84th Infantry Brigade and conducted a forward reconnaissance patrol with a runner across a sea of corpses, barbed wire, mines, and obstacles. Finding the enemy had pulled back, he reported his findings to headquarters after four days of not sleeping, and promptly passed out. Silver Star #4.
On September 12th, MacArthur devised a new scheme to attack the Germans at the flanks. He led his men in the main assault at St. Mihiel, driving the enemy back and capturing over 10,000 prisoners of war. Silver Star #5. Two weeks later, his diversionary raid in Meuse-Argonne distracted the Germans with a mere 20 friendly casualties. Silver Star #6.
He was next ordered by his leadership to take a position, even if it cost 5,000 names on a casualty list. His response: “We’ll take it, or my name will head the list.” In the face of biting cold and a hail of bullets, his unit took the position on October 16th. His Distinguished Service Cross #2 read, “On a field where courage was the rule, his courage was the dominant feature.”
In Sedan, he deconflicted operations by leaving the trenches at great danger to himself to communicate with adjacent units. Silver Star #7. After being hit with poison gas, he earned Purple Heart #2.
Douglas MacArthur was a beast on the battlefield, demonstrating the amazing leadership qualities of being present with his people, putting himself in personal danger with his soldiers, making it about the organization, and seeking victory at all costs. For his World War I heroics, he earned the Distinguished Service Medal and was lauded by the nation. He displayed all the qualities that we should in our daily lives.
So why did this military hero who could do no wrong get fired by President Truman in 1951?
The Downfall of a Hero
MacArthur was a military legend. After World War I, he became the Army’s youngest Chief of Staff. In 1930, he led the Army through the interwar period. Before and during World War II, he took command in the Philippines, was driven out by the Japanese, became the Supreme Allied Commander in the Pacific, liberated the Philippines, and accepted the Japanese surrender. Post-war, he oversaw the reconstruction of Japan and became the appointed as Commander of United Nations Command in the Korean War. He was exceptional.
After almost five decades of unadulterated success, it’s easy to see how MacArthur believed he could do no wrong and be overcome by his ego, but during his career he often forgot that the game of leadership is about “us” and not about “me.” But he did. For example, upon liberating the Philippines, he cockily waded ashore boasting “I have returned,” conveniently forgetting the entire Pacific Fleet, Marines, and Army forces that did all the work.
Pasquale Picone, Giovanni Dagnino, and Anna Mina conducted a 2014 study on hubris in leadership and found three symptoms that all relate to MacArthur. First, he overestimated his own abilities and likelihood of success. Second, he was overconfident in his core beliefs and decisions. Finally, he thought his personal performance overshadowed everyone around him.
This leads us to the Korean War in 1950. MacArthur again showed great success on the battlefield, conducting an amphibious assault into Inchon and pushing Allied forces all the way to the Northern border with China. Amazing!
But here’s where it went wrong. MacArthur insisted to President Truman that China wouldn’t join the war. They did. Not seeing the big picture, he insisted a bombing campaign in the North would “get the boys home by Christmas.” They weren’t. He advocated for the use of nuclear weapons to bring peace. It wouldn’t. Finally, he openly debated with President Truman’s strategies and defied him in a public letter. He was fired.
His ego and hubris finally caught up to him in a public embarrassment, leading him to fade away like the old soldier he was.
Caution of Hubris Overcoming Our Successes
MacArthur was an incredible leader. He showed victory after victory on the battlefield, led the American Army through the interwar period, and defeated the Japanese in World War II. He then rebuilt the nation, yet his hubris led to his ultimate downfall.
He started his career knowing it was service above self, but ended thinking it was himself over service. At whatever level we’re at, we’ve seen great success and some setbacks. We continue to go forward during challenges and adversity, but we must remain humble.
That’s the key throughout our life. It’s so important to remember that we’re here to serve others and keep our ego in check so that we can achieve organizational objectives and support our people above all else.
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This series is part of our BRAG+1 Leadership Philosophy. If you’re just joining us, start from the beginning on 16 January: A Team to BRAG about and continue from there:
Boots: Put Boots on the Ground
Regimentals: Place Service over Self
Armor: Be Resilient to Life’s Attacks
Gun: Close with and Destroy the Enemy
+1 (Belt): Not a Hint, Sniff, nor Whiff of Impropriety
This website is a personal blog and all writings, podcasts, opinions, and posts are the authors’ own and do not represent the views of the United States Army nor any other organization. Podcast music credit in this audio file is to: “Alex Productions – Legends” is under a Creative Commons license (CC BY 3.0). / @alexproductionsnocopyright
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