Leadership in military operations comes with numerous challenges, especially where the general is required to work beyond war and into reconstruction efforts. Upon deployment in Iraq on November 2003, General Petraeus was in command of the 101st. The situation appeared grim as the troops experienced violent opposition from the Baath insurgency. Upon observing the situation, General Petraeus commanded the 101st as well as the supporting engineers to conduct military interventions (Lundberg, 2006). The military interventions persisted in the face of rigid opposition and managed to complete a thorough process by 2004. Since the military was involved in numerous activities, Petraeus realized that at times, the situation would go wrong and thus necessitated swift movement towards correcting matters, learning from them, and moving on.
Thesis: Through the three steps of leadership, assessment, and direction, general Petraeus manages to come up with a long-lasting solution that takes into considerations the needs of the Iraqi people, without imposing ideas on them.
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Supporting Topic 1: Organizing the Military
Supporting Idea 1: Leading Military Operations
During the various military operations, Petraeus stood at the front lien in leading the troops against the insurgency. He conducted cross examination to a certain degree, interrogating his commanders gradually to ensure that they maintained focus. He also emphasized on team work, often focusing on specifics, such as advising commanders to have the troops waving at Iraqi people as well as informing Iraqis residing close to night raids on the operation and the reasons behind it (Ricks, 2009). More often than not, Petraeus embraced his captains' own creative, problem-solving concepts in handling the war situations. In fact, Petraeus regularly sought advice and strategic discussions from his inner circle of trusted military individuals. Petraeus respected the ability of his inner circle in synthesizing the opinions of competing superiors, deliberating on them objectively, and providing a well-reasoned commendation. As such, he acted as a strategic leader who considered the opinions of others.
Supporting Idea 2: Reducing Conflicts
As soon as the war calmed down, Petraeus provided leadership towards helping his soldiers avert an openings that would result in a fight. He encouraged them to refrain from making spontaneous decisions that would inflict major consequences. However, he instituted a concept dubbed "strategic corporal" which referred to soldiers whose actions could inflict potentially tactical concerns (Lundberg, 2006). Petraeus decided to have the strategic corporal concept working in checkpoints, since such places presented great tension and necessitated instant decisions. All the same, Petraeus constantly tried to decrease the possibility of a strategic corporal instance by instituting procedures to make the most of the amount of time available to make serious decision. He led by example, making sure that he avoided any conduct that depicted him as a strategic corporal.
Supporting Topic 2: Dealing with Hostility
Supporting Idea 1: Having a Common Goal
Petraeus noted that the hostility against the US troops seemed unrelenting. His assessment proved essential towards solving the situation witnessed in Iraqi during and after the war. His assessment showed the need to have a common goal with the Iraqis as a strategy that would result in the creation of a peaceful Iraq. Having a common goal involved focusing on creating lots of Iraqis with stakes in the realization of the new Iraq. The general knew that Iraqis would not love the American soldiers and thus making them to have stakes in the attainment of the new Iraq promised cooperation from the people. Succeeding in forming a new Iraq meant having a population prepared to support the American efforts for the new Iraq, ready to identify and support battle efforts in establishing military presence in the northern part (Knowlton, 2010). As a result, Petraeus instructed his troops to cultivate constructive relationships with the Iraqis in the elimination of enemies in the nation.
Supporting Idea 2: Progressiveness
Similarly, another strategy had all to do with the obligation to demonstrate progress towards realizing the new Iraq. The soldiers had to show that that life was improving and getting better for all Iraqi citizens. Since order had broken down, evidently, the real challenge was posed by the fact that all the military forces and senior officials ceased normal operations. As chaos and economic dysfunction took course, the people that led the old Iraqi such as teachers, judges, political leaders, and university faculties amongst others had vanished. Reforming the important institutions such as the judiciary, universities, and other sectors worked towards the establishment of a sense of normalcy where the Iraqi people observed laws out of responsibility. As a result, the situation improved.
Supporting Idea 3: Reopening Borders
The war in Iraq had resulted in almost a total collapse of international trade within the country. After Petraeus engaged in efforts to resolve the public salary problem in Mosul, he noted that the economic situation in Iraq warranted significant attention. His assessment led him to realize that inflation would occur unless a supply of goods remained constant, through opening the borders (Ricks, 2009). The people needed goods and ensuring a supply of the same would win the people’s approval. Taking the leadership role, Petraeus organized a meeting with the governor and had a lengthy discussion on ways of getting additional goods into the Iraqi market. A solution that emerged involved increasing trade deals with countries neighboring Iraq. Upon signing an order on recommencing trade, Petraeus then spent two days in intense but fruitful negotiations with Iraqi customs, Colonel Linnington, border officials, and area communities, to arrive at an official agreement satisfying all the parties.
Supporting Topic 3: Restoring Major Functions
Supporting Idea 1: Restoring Local Industries
General Petraeus commissioned construction projects to restore manufacturing and local industries. As soon as the construction plans commenced, Petraeus’ assessment showed that the reconstruction of structures required functional concrete industries. He liaised with the manager of a concrete factory who confidently assured him of his factory’s capability to provide cement, only that more electricity was needed to restart the production lines (Lundberg, 2006). Petraeus recommended a solution that satisfied the involved parties, including a CPA official. The plan involved deploying troops located in Mosul to the border zone where oil and power would be switched on, letting the flow of electricity and oil to the needed areas. The result was the revival of different factories.
Supporting Idea 2: Forming a Functional Government
As the reconstruction efforts continued bearing fruits, Petraeus saw the need for a functional government. Towards this end, Petraeus directed that former members of the Baath party from Level 4 were ineligible to function in government (Knowlton, 2010). The order received support from America's Kurdish supporters as well as Iraqi exiles. Moreover, with Iraq as a Shi'a majority nation, the representation in government sought to eliminate infiltration by Baathist elements in positions of power as it would impede progress. He also implemented Bremer’s recommendation to disband the Iraqi military as it was out of favor with the Iraqi population. However, to avoid chaos, Petraeus decided to offer positions to most of them, on condition that they denounce their affiliation to the Baathist party. As a result, their skills helped rebuild the military. Eventually, his efforts resulted in a successfully reconstructed Iraq.
Conclusion
In conclusion, through the three steps of leadership, assessment, and direction, Petraeus managed to pull a successful reconstruction of Iraq through one of its harshest moments. As leader, he came up with long-lasting solutions that worked to restore the ailing Iraqi economy. Through assessment, he directed efforts to ensure that the reconstructed Iraqi had a sense of responsibility among all Iraqi people. His diplomacy made sure that the people observed laws without requiring military coercion. Ultimately, with the restored Iraq, Petraeus made certain that individuals in the previous administration remained out of the new government.
References
Knowlton, W. A. (2010). The Surge: General Petraeus and the Turnaround in Iraq . National Defense Univ Fort Mcnair Dc Industrial College of the Armed Forces.
Lundberg, K. (2006). The Accidental Statesman: General Petraeus and the City of Mosul, Iraq . Kennedy School of Government, Case Program.
Ricks, T. E. (2009). The Gamble: General David Petraeus and the American Military Adventure in Iraq . Penguin.
