Large Scale Combat Operations pose significant risk to morale based on the chaos created by high casualty rates, near-peer capabilities, and contention across all domains. Leaders can use elements of John Kotter's change model and Ardant du Picq's morale theory to quickly improve the fighting spirit of their organizations by creating a climate for change, engaging and enabling change, and implementing and sustaining change to maintain high morale and enable victory. The leadership of Field Marshal Bernard Law Montgomery of the British Eighth Army in World War II and General Matthew B. Ridgway of the American Eighth Army in Korea are evaluated using structured, focused comparison logic. Ultimately, establishing trust, unity of effort, and confidence in abilities improves morale and likely leads to future victory as long as the political environment supports continued combat operations.

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