This monograph analyzes the 1944-45 Burma Campaign between the Japanese and Allied forces as a case study to evaluate current United States Army Senior Leadership doctrine in Field Manual 22-103, Leadership and Command at Senior Levels. It uses this case study to evaluate the utility of current senior leadership models and concepts as they apply to expected coalition warfare in the future. The monograph first reviews doctrine that is in Field Manual 22-103, Leadership and Command at Senior Levels and summarizes key leadership concepts and requirements. Second, it summarizes the Burma Campaign and how General William Slim developed, planned, and executed his campaign in the Burma Theater of Operations. Finally, it analyzes the key leadership concepts and requirements in FM 22-103 and provides additional concepts that proved to be of use to Slim during the Burma Campaign and that should be useful in coalition campaigns of the future. The monograph concludes that the Burma Campaign provides some very cogent concepts for coalition warfare and operational leadership doctrine within that environment. While the key imperatives in our current doctrine are useful, there are additional concepts that demand inclusion into any future revisions of current United States Army senior leadership doctrine. Slim recognized these concepts as part of his road map to victory; operational commanders of tomorrow would be well served by keeping these same concepts in their intellectual kit-bag for the next war.

ADA 274329 Approved for public release; Distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)