Focusing on 45 military leaders from four continents and 13 countries, spread across four centuries, this study paints, for the first time, a collective, comparative portrait of high-ranking military officers. The authors develop an interactional theory of military leaders, stressing the interplay between sociodemographic variables, psychological dynamics, and situational factors. They examine age and birthplace, socioeconomic status, family life, ethnicity and religion, education and occupation, activities and experiences, and ideologies and attitudes. They find military leaders to be a remarkably coherent and homogeneous group of men propelled toward the military by a combination of nationalism, imperialism, relative deprivation, love deprivation, marginality, and vanity.

Three interrelated objectives provide the subject of this study: to cover a wide range of topics on leaders and leadership; to present up-to-date treatments of those topics; and to offer extensive bibliographies for further study and research. The opening chapter defines leadership. Subsequent chapters treat the relationship between leaders and followers and the prerequisite skills of leaders; transforming leaders, transactional leaders, and military leaders; the motivations of leaders; the functions of leaders; comparative studies of leaders; women as leaders; and research frontiers in the study of leadership. This study should prove very useful for political scientists, for sociologists, and for military historians and professionals.

Having established a persuasive conception of leadership, Rejai and Phillips apply it to major thinkers from Plato to Sigmund Freud and Erik Erikson. They find a major shift in leadership theory associated with World War II. Prewar theories are seen as limited and defective in that they posit a vision on the part of the leader and his ability to impose that vision on the followers; postwar theories stress, in addition, a shared vision and leader-follower interaction.

A leader's view of leadership, Rejai and Phillips find, is constrained by the person's conception of human nature; the lighter the conception of human nature, the more flexible the nature of leadership; the darker the view of human nature, the more rigid the nature of leadership. This book will be of particular interest to scholars, students, and other researchers involved with political theory and leadership studies.