How Ulysses S. Grant turned disparate commanders into a winning forceThe rise of Ulysses S. Grant to the pinnacle of military command is one of the more improbable stories of American history. To achieve such success, Grant had to work with, manage, encourage, and sometimes berate an eclectic group of military leaders who came under his command during the US Civil War. In this deep analysis of Grant's leadership style, Harry S. Laver reveals how the introverted soldier exercised such exceptional military leadership that he won the war and became a popular figure in the American public mind.Rather than focusing solely on battlefield tactics or campaign narratives, this book examines Grant as a leader of men. Focusing on one relationship at a time, Laver offers a richly textured account of Grant's interactions with his generals, demonstrating how he evaluated each subordinate on individual merits. Grant emphasized strengths while attempting to mitigate shortcomings, tailoring his approach to the personalities and abilities of those he commanded. He preferred to give his generals latitude whenever possible, but when circumstances demanded it, he issued precise and detailed guidance. This flexible, adaptive leadership style, rare among Civil War commanders, proved central to his success.Grant's effectiveness is most evident in the productive partnerships he forged. His collaborations with naval commanders Andrew H. Foote and David D. Porter became models of successful army–navy cooperation. He mentored promising officers such as James B. McPherson, whose career was cut short by his death in battle, and the dynamic Philip H. Sheridan, who emerged as one of Grant's most trusted lieutenants. Grant also developed a functional, if strained, working relationship with George G. Meade, the victor at Gettysburg, whose difficult temperament troubled subordinates but did not impede cooperation at the highest level. Grant shared with the fiery William T. Sherman a deep mutual respect and an unyielding commitment to total victory.Not all relationships were successful. Grant struggled with obstinate and independent-minded commanders such as John A. McClernand, William Rosecrans, and George H. Thomas, removing the first two from command and nearly doing the same with Thomas. His most delicate challenge was Henry W. Halleck, who had sought to undermine Grant's career. When Grant ultimately rose above Halleck in rank, he managed the reversal with professionalism and strategic restraint, transforming a former rival into an effective subordinate.Marked by an innate generosity of spirit, Grant praised his generals for their successes and occasionally shouldered the blame for their failures. Laver reveals how this humane yet disciplined approach enabled Grant to weld a disparate group of commanders into an effective fighting force – and to secure Union victory.

How Ulysses S. Grant turned disparate commanders into a winning forceThe rise of Ulysses S. Grant to the pinnacle of military command is one of the more improbable stories of American history. To achieve such success, Grant had to work with, manage, encourage, and sometimes berate an eclectic group of military leaders who came under his command during the US Civil War. In this deep analysis of Grant's leadership style, Harry S. Laver reveals how the introverted soldier exercised such exceptional military leadership that he won the war and became a popular figure in the American public mind.Rather than focusing solely on battlefield tactics or campaign narratives, this book examines Grant as a leader of men. Focusing on one relationship at a time, Laver offers a richly textured account of Grant's interactions with his generals, demonstrating how he evaluated each subordinate on individual merits. Grant emphasized strengths while attempting to mitigate shortcomings, tailoring his approach to the personalities and abilities of those he commanded. He preferred to give his generals latitude whenever possible, but when circumstances demanded it, he issued precise and detailed guidance. This flexible, adaptive leadership style, rare among Civil War commanders, proved central to his success.Grant's effectiveness is most evident in the productive partnerships he forged. His collaborations with naval commanders Andrew H. Foote and David D. Porter became models of successful army–navy cooperation. He mentored promising officers such as James B. McPherson, whose career was cut short by his death in battle, and the dynamic Philip H. Sheridan, who emerged as one of Grant's most trusted lieutenants. Grant also developed a functional, if strained, working relationship with George G. Meade, the victor at Gettysburg, whose difficult temperament troubled subordinates but did not impede cooperation at the highest level. Grant shared with the fiery William T. Sherman a deep mutual respect and an unyielding commitment to total victory.Not all relationships were successful. Grant struggled with obstinate and independent-minded commanders such as John A. McClernand, William Rosecrans, and George H. Thomas, removing the first two from command and nearly doing the same with Thomas. His most delicate challenge was Henry W. Halleck, who had sought to undermine Grant's career. When Grant ultimately rose above Halleck in rank, he managed the reversal with professionalism and strategic restraint, transforming a former rival into an effective subordinate.Marked by an innate generosity of spirit, Grant praised his generals for their successes and occasionally shouldered the blame for their failures. Laver reveals how this humane yet disciplined approach enabled Grant to weld a disparate group of commanders into an effective fighting force – and to secure Union victory.