Fall 2004

131 Pages·2004·1.34 MB·English

Air Force Chief of Staff
Gen John P. Jumper
Commander, Air Education
and Training Command
Gen Donald G. Cook
http://www.af.mil
Commander, Air University
Lt Gen John F. Regni
Commander, College of Aerospace
Doctrine, Research and Education
Col Randal D. Fullhart
Editor
Lt Col Paul D. Berg
http://www.aetc.randolph.af.mil
Senior Editor
Lt Col Malcolm D. Grimes
Associate Editor
Maj Donald R. Ferguson
Editor and Military Defense Analyst
Col Larry Carter, USAF, Retired
Professional Staff
Marvin W. Bassett, Contributing Editor http://www.au.af.mil
Philip S. Adkins, Contributing Editor
Mary J. Moore, Editorial Assistant
Steven C. Garst, Director of Art and Production
Daniel M. Armstrong, Illustrator
L. Susan Fair, Illustrator

Ann Bailey, Prepress Production Manager

Air and Space Power Chronicles
Luetwinder T. Eaves, Managing Editor
http://www.cadre.maxwell.af.mil
The Air and Space Power Journal, published quarterly,
is the professional flagship publication of the United
States Air Force. It is designed to serve as an open
forum for the presentation and stimulation of innova
tive thinking on military doctrine, strategy, tactics,
force structure, readiness, and other matters of na
tional defense. The views and opinions expressed or
implied in the Journal are those of the authors and
should not be construed as carrying the official sanc
tion of the Department of Defense, Air Force, Air
Education and Training Command, Air University, or
other agencies or departments of the US government.
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Fall 2004 Volume XVIII, No. 3 AFRP 10-1

Senior Leader Perspective
Leadership from Flight Level 390 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Gen Robert H. “Doc” Foglesong, USAF

Features
The US National Security Strategy of 2002: A New Use-of-Force Doctrine? . . . . . . . . . . . . . . . . . . . . 31

Lt Col Arnel B. Enriquez, USAF

Global Air Mobility and Persistent Airpower Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

James Michael Snead, P.E.

Airpower 101: An Expeditionary Air Base Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Col John Dobbins, USAF

Sharpening the Eagle’s Talons: Assessing Air Base Defense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

Maj David P. Briar, USAF

Slow Airpower Assessment: A Cause for Concern? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Lt Col Paul D. Berg, USAF

Operation Summit CAP: Enabling New NATO Members to Meet New Threats . . . . . . . . . . . . . . . . . 85

Col James R. Smith, USAF

Departments
Prelaunch Notes
Our Board of Reviewers—Unsung Heroes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Flight Lines
Recent Air and Space Power Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Vortices
Making Airpower Effective against Guerrillas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Dr. Thomas R. Searle
Defining Decentralized Execution in Order to Recognize Centralized

Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Lt Col Woody W. Parramore, USAF, Retired

PIREP
Gen Benjamin O. Davis Jr.: American Hero . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Col Alan Gropman, USAF, Retired

Doctrine NOTAMs
Revised USAF Doctrine Pub: AFDD 2-4.1, Force Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Dr. John Reese
Strategic Attack . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Charles Tustin Kamps
Review Essay
Boydmania . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Dr. David R. Mets
Ira C. Eaker Award Winners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Net Assessment
The Pentagon’s New Map: War and Peace in the Twenty-First Century . . . . . . . . . . . . . . . . . . . . . . 110

Thomas P. M. Barnett

Reviewer: Col Randal D. Fullhart, USAF

F-4 Phantom . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110

Martin W. Bowman

Reviewer: Col (sel) Merrick E. Krause, USAF

History of the Joint Chiefs of Staff: The Joint Chiefs of Staff and the War

in Vietnam, 1969–1970 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112

Willard J. Webb

Reviewer: John C. Binkley

Battle: A History of Combat and Culture from Ancient Greece to

Modern America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112

John A. Lynn

Reviewer: Lt Col James P. Gates, USAF

Over the Line: North Korea’s Negotiating Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114

Chuck Downs

Reviewer: Col Anthony C. Cain, USAF

The Soviet Strategic Offensive in Manchuria, 1945: “August Storm” . . . . . . . . . . . . . . . . . . . . . . . . 115

David M. Glantz

Reviewer: Capt Gilles Van Nederveen, USAF, Retired

Soviet Operational and Tactical Combat in Manchuria, 1945: “August Storm” . . . . . . . . . . . . . . . . 115

David M. Glantz

Reviewer: Capt Gilles Van Nederveen, USAF, Retired

Globalization and Maritime Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116

Sam J. Tangredi, ed.

Reviewer: LCDR Paul Younes, USN

Woodbine Red Leader: A P-51 Mustang Ace in the Mediterranean Theater . . . . . . . . . . . . . . . . . . . 117

George G. Loving

Reviewer: Dr. Daniel R. Mortensen

The Influence of Air Power upon History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118

Walter J. Boyne

Reviewer: Lt Col Paul D. Berg, USAF

Inventing Iraq: The Failure of Nation-Building and a History Denied . . . . . . . . . . . . . . . . . . . . . . . 119

Toby Dodge

Reviewer: Dr. John Albert

The Origins of Conflict in Afghanistan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

Jeffery J. Roberts

Reviewer: Dr. John Albert
Adak: The Rescue of Alfa Foxtrot 586 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Andrew C. A. Jampoler
Reviewer: Dr. David R. Mets
Mastering the Ultimate High Ground: Next Steps in the Military Uses of Space . . . . . . . . . . . . . . . . 122
Benjamin S. Lambeth
Reviewer: 2d Lt Brent D. Ziarnick, USAF
Mission Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Air and Space Power Journal Board of Reviewers
Prof. Tami Davis Biddle Lt Col Merrick E. Krause
US Army War College Special Assistant to the Chairman,
Joint Chiefs of Staff
Lt Col Price T. Bingham, USAF, Retired
Melbourne, Florida Dr. Charles Krupnick
US Army War College
Brig Gen Phillip D. Caine, USAF, Retired
Monument, Colorado Dr. Benjamin S. Lambeth
RAND
Dr. Clayton K. S. Chun
US Army War College Lt Col David MacIsaac, USAF, Retired
Montgomery, Alabama
Dr. Mark Clodfelter
National War College Dr. Karl P. Magyar
Montgomery, Alabama
Dr. James Corum
USAF School of Advanced Air and Space Studies Col Edward Mann, USAF, Retired
Colorado Springs, Colorado
Dr. Conrad Crane
Director, US Army Military Studies Institute Dr. Jerome V. Martin
Headquarters US Strategic Command/
Dr. Dik A. Daso
Command Historian
National Air and Space Museum
Col Phillip Meilinger, USAF, Retired
Smithsonian Institution
Northrop Grumman Corporation
Dr. Lee Dowdy
Prof. John H. Morrow Jr.
Alabama State University
University of Georgia
Col Dennis M. Drew, USAF, Retired
Dr. Daniel Mortensen
USAF School of Advanced Air and Space Studies
USAF College of Aerospace Doctrine, Research
Brig Gen Charles Dunlap Jr., USAF and Education
Staff Judge Advocate
Prof. James Mowbray
USAF Air Combat Command
USAF Air War College
Dr. Stephen Fought
Dr. Karl Mueller
USAF Air War College
RAND
Col David M. Glantz, USA, Retired
Dr. Richard R. Muller
Journal of Slavic Military Studies
USAF Air Command and Staff College
Col Thomas E. Griffith Jr., USAF Col Robert Owen, USAF, Retired
USAF School of Advanced Air and Space Studies Embry-Riddle Aeronautical University
Dr. John F. Guilmartin Jr. Dr. Reina J. Pennington
Ohio State University Norwich University
Dr. Grant T. Hammond
Dr. James Smith
Center for Strategy and Technology USAF Institute for National Security Studies
Air University
Col James Spencer, USAF, Retired
Prof. Daniel Hughes
USAF Academy
USAF Air War College
Col Richard Szafranski, USAF, Retired
Dr. Thomas Hughes
Toffler Associates
USAF School of Advanced Air and Space Studies
Dr. James Titus
Lt Col Mark P. Jelonek, USAF
USAF Academy
Commander, 614th Space Operations Group and
Fourteenth Air Force Director of Operations Col Mark Wells, USAF
USAF Academy
Dr. Tom Keaney
School of Advanced International Studies Dr. Kenneth P. Werrell
Johns Hopkins University Christiansburg, Virginia
Prof. Theodore Kluz Dr. Harold R. Winton
USAF Air War College USAF School of Advanced Air and Space Studies
4
AAPPJJ
Leadership from Flight Level 390

GEN ROBERT H. “DOC” FOGLESONG, USAF
MOST OF THE time, the only vate them to accomplish some specified task,
chance I have for quiet reflection such as increasing profits by 10 percent, build­
is at flight level 390—what a ing a skyscraper, putting a man on the moon,
delight! So between crisp discus­ or winning the Super Bowl.
sions with some air-traffic agency, here’s what I have spent the past 30-plus years of my
I think about the most important part of our life in the US Air Force for three principal
jobs: leadership. reasons. First, I love America—it’s the great­
We don’t do much in life by ourselves. Car­ est country on the face of the planet. Second,
rying out big tasks as well as seemingly small I love flying—there’s nothing like 480 knots.
ones usually takes a team—and teams need Third, I love leading Airmen—I consider it a
leaders. Leading is a hard thing to do—and privilege to work with them.
even harder to do right. A glance at the front Recently, I had the opportunity to talk about
page of any newspaper shows just how chal­ leadership with a group of Air Force Academy
lenging it is. cadets. A recurring theme in our discussion
Generally, we have very little patience for dealt with how leaders motivate their teams to
bad leadership. Leaders are the first to go when accomplish their goals. I told them that was
things turn south. That’s because they’re the essence of leadership—getting ordinary
responsible for what happens in the organiza­ people to do extraordinary things. I told them
tion. We hold our leaders to high standards. they would leave the academy with a fine tech­
We know it takes far more than a good nical education and would go on to be pilots,
leader to get the job done, but a team will not engineers, computer experts, and the like, but
succeed without effective leadership. It is a what they will really get paid to do is lead.
critical component. The leader must pull Although I had good leadership-development
together a group of diverse individuals from opportunities during my high school and uni­
various backgrounds with differing proficiency versity years, I was ill prepared to lead when I
levels and experience. He or she must moti­ entered active duty. But over time, I began to
5
6 AIR & SPACE POWER JOURNAL FALL 2004
put together a set of skills that worked for me. teams. The larger the group, the harder it is
I had help along the way from mentors who to be hands on and up close. Just as good
showed me the ropes. I observed good and leaders adjust to their own personality, so do
bad leaders and tried different approaches. they adjust to fit the personality of their teams.
Here’s what I’ve learned.
The Mission
Leadership Style If a team changes missions, the leader will
have to adapt his or her style accordingly. The
There are as many leadership styles as there mission is important—it’s the starting place.
are leaders. Some styles are better than others, Unless leaders know the mission, they can’t
but there is no one-size-fits-all approach that lead their people to carry it out. Good leaders
works for everyone. Good leaders tailor their begin with the mission and go from there.
approach based on the situation. Are the lead­ They posture their teams to meet the specific
ers new to their groups, or have they worked demands of the task at hand. At times, the
their way up through the ranks? Does the mission will dictate a hands-off, leisurely
group have a track record of success, or does approach to facilitate creativity and innova­
it have problems to resolve? What are the tion. At other times, it will demand close
competency and proficiency levels of its mem­ supervision and specific direction to garner
bers? Is the group large or small? Is the orga­ immediate action. In the end, it’s about find­
nization tall or flat? Has it just formed, or are ing the right style that produces results. Two
there existing relationships? Is time crunch a questions that leaders inevitably face tend to
factor? These and many other considerations shape their style.
will determine a leader’s style. Ultimately, it
will depend on the leader, team, and mission. Does a Good Leader Have to Be Liked?
Some bosses we like working for—others we
The Leader
don’t. Some have an even disposition and can
What works for one leader may not necessarily make their people feel comfortable. Others
work for another. All good leaders are not the raise their voices and are terse, direct, and less
same. They come in all shapes and sizes, with nurturing. In my career, I’ve seen both of these
varying abilities and strengths. As a result, styles work. Leaders don’t have to be liked to be
leadership style is unique to the individual. It effective, but it is better for everyone—includ-
is very much personality-driven. We naturally ing the leaders—if they are. Sometimes they
migrate to an approach that fits our disposi­ won’t have the luxury of being liked—it just
tion. Anything else would be awkward and goes with the territory.
forced. A leader’s experience and expertise What leaders must have, however, is respect.
will also affect his or her choice of style. Their people have to respect both their tech­
nical and leadership skills, or they won’t follow
The Team them—especially in life-taking or life-saving
missions.
Leadership is about people. Successful leaders
build and sustain effective relationships with
How Much Input Should a Leader Get?
the members of their teams. They know what
makes their teams tick, individually and col­ Leaders run their teams by consensus, direc­
lectively. They understand what motivates tive, or a combination of the two. A leader
them. They find that delicate balance between who operates by consensus sits down with
pushing and pulling their people. They mas­ members of his or her organization and solic­
ter the complexities and dynamics of their its their full input. By the time a decision is
teams. The size and composition of the group made, the contentious issues are off the table,
will affect how leaders interact with their and everyone has full buy-in. Although this
LEADERSHIP FROM FLIGHT LEVEL 390 7
approach is the most conservative, it’s also the Preparation
least likely to produce bold results. It follows
Good leaders do their homework. They lay
the law of averages.
the foundation for success by learning the
On the opposite end of the spectrum are
technical aspects of their jobs. Leaders must
leaders who use directives. They determine
have technical proficiency in the team’s busi­
with minimal input what they want to happen
ness. They don’t necessarily have to be experts,
and then order its execution. Such leaders do
but they need a certain skill level to remain
not include members of the organization in
credible. The team captain of a basketball team
the decision making. Because they bypass the
must know how to play basketball. Similarly,
time-consuming, deliberative process, things
the commander of a fighter squadron must
happen quickly. Sometimes audacious, this
be a credible fighter pilot. A good leader also
approach likely will miss good ideas and
prepares by building an early working knowl­
alienate team members, so many of the deci­
edge of his or her team members—their chal­
sions have to be undone. lenges and opportunities. What are their
Somewhere between a consensus leader responsibilities, and who are their partners?
and a directive leader lies an optimum com­ Where does the team fit into the bigger pic­
bination of the two—a leader who values his ture? Lastly, good leaders spend time learning
or her team’s inputs but isn’t hamstrung by human behavior because people skills are
indecision. Such a leader surveys the task, critical to leading.
looks for solutions, and makes a timely deci­
sion. This combination preserves the capacity Respect
for quick reaction yet allows healthy discus­
Good leaders respect themselves as well as
sion. The middle-of-the-road approach is gen­
their teams and competitors. Never arrogant
erally the best.
or boastful, they stand their ground and carry
No cookie-cutter method exists because dif­
themselves with authority. They demand as
ferent situations require different approaches.
much of themselves as they do of their teams.
This type of situational leadership is a smart
Although demanding, they are never demean­
way to do business. It makes sense for leaders
ing. They understand what every member of
to tailor their approach with varying degrees
the team brings to the fight. They value their
of consultation, empowerment, and supervi­
inputs and create an environment in which
sion, based on the group they’re leading and
all are welcome and comfortable.
the task at hand.
Integrity
Common Characteristics
There is no gray area when it comes to
integrity—it’s foundational. Leaders cannot
Although leadership styles vary, depending
succeed if their people do not trust them. If
upon the situation, all good leaders have cer­
they bend the rules and say what is conven­
tain characteristics in common. These traits
ient, they may succeed in the short run but
are prerequisites for successful leadership.
inevitably will come up short in the end. Good
Good leaders hate to fail because they are
leaders fight to protect their integrity. Once
deeply committed to the task before them.
they lose it, they can never get it back.
They refuse to accept failure. This desire to
succeed is driven by intense pride, which forms
Discipline
the foundation for successful leadership.
Specifically, every good leader shares seven Effective leadership requires both personal
qualities: preparation, respect, integrity, disci­ and professional discipline. The people behind
pline, and enthusiasm, plus morality and leaders must admire the way they run their
courage (PRIDE Plus Two). personal lives. Good leaders do those things
8 AIR & SPACE POWER JOURNAL FALL 2004
we expect responsible folks to do: stay healthy, big issues before they begin. If leaders take the
balance their checkbook, and take care of their time to develop a game plan before they start
relationships. They have to follow the very rules their jobs, they will not just respond to events
they make. If they’re not willing to stick by as they happen but will direct the success of
them, then neither will the rest of the team. their organizations.
We call this having a good work ethic. But
good leaders also know when they need a Vision
break. They are no good to their teams if they
Leaders must first have a clear understanding
are sick, run down, or distracted.
of where they want their organizations to go.
This vision will set the baseline for everything
Enthusiasm
they hope to accomplish. It’s the first and
Groups take on their leaders’ personalities. most critical step. Without it, they will allow
If the leader is excited about the mission, so others to set their priorities and end up hav­
is the rest of the group. Enthusiasm is con­ ing the immediacy of the task determine its
tagious. No leaders worth their salt are dull. importance rather than having the impor­
Leadership requires passion and fire. People tance of the task determine its immediacy.
have to believe in what they’re doing, and They should refer to the vision periodically to
they have to do it with zeal. Good leaders ensure that their organizations stay on the
must convince their teams that what they’re path they chose. By the way, everyone in the
organization must understand what the vision
doing is important. They do that with energy
is. Leaders have to keep things simple, avoid­
and passion. If leaders are not passionate
ing a level of detail that would be confusing.
about leading, then they probably ought to
find something else to do.
Mission
Morality Subsequently, leaders must develop the
means of getting to the ends they envisioned.
The importance of having good morals may
This is their mission—I mentioned its impor­
sound simple, but it’s not. Leaders must know
tance earlier. The mission is the meat of the
right from wrong. There is no compromise
vision. It’s every leader’s purpose. In the mis­
here. Sometimes they simply have to lay the
sion, leaders flesh out what they want to
marker down and take the heat for standing
accomplish or what they’ve been tasked to
their ground.
accomplish. Every organization must have a
clearly defined mission. Without it, leaders
Courage
will find themselves adrift. All members of the
In the end, none of this matters if leaders team must be able to articulate why they are
don’t have the courage to pull the trigger. there—what their function is. That’s what the
They must be willing to step up and execute. mission does for leaders.
Courage is the most undernourished of our
core values, yet it is the most critical. All the Goals
values that we routinely discuss—faith, hope,
Leaders should then take the process one step
charity, and so forth—don’t mean anything
further by setting specific goals—the measures
unless we have the courage to execute.
for gauging whether or not they’re getting
close to fulfilling their mission. Leaders won’t
Strategic Leadership have all of their goals when they start, but
that’s okay. They should maintain a healthy
The way leaders take command or take degree of flexibility when they formulate their
charge of an organization is important. They goals. Leaders’ goals will grow and change
must have a strategy and must think through over time as they get feedback from their