Table of Contents Serial 1. 2. 3. 4. 5. 6. 7.

Introduction Part-I: Life sketch Part-II: Early Life Part-III: Personality Analysis Part-IV: Military Leadership Traits Conclusion Bibliography Topic Pages 2 3 3 5 7 11 11

Rommel, Rommel, Rommel, what else matters but beating him We have a very daring and skilful opponent against us and may I say across the havoc of war, a great general Churchill

FIELD MARSHAL ERWIN ROMMEL A LEADER A SOLDIER Introduction 1. Military history is science of warfare which never becomes past. The events of war continue to en thrill the students of military history even centuries after their occurrence. These events are created by mil leaders, who have been out standing strategy makers in their times. Field Marshal Erwin Johannes Eugen Rommel is amongst one of them. 2. Rommel stands out in generals of World War II as a tremendous personality, possibly the greatest of them all. Sir Winston Churchill while paying tributes to him in the house of common said, We have a very daring sharp opponent against us in Africa and may I say, across the havoc of war, a great general. Sir Basil Liddell-Hart, in his book on the German Generals of World War -II, says, They were the best finished products of their profession anywhere. 3. The worlds most bloody wars were fought in the last century which also witnessed the rise and fall of the great warriors. Every great general became great not in a day or two, nor was it a matter of few battles. Infant everyone had the good days and the bad days. Rommel was no exception either , from commanding the Ghost panzer division at the start of the Second World War to the famous Africa Korps and ultimately the Atlantic Wall, Rommel proved his mettle every where and left a legacy for all the military leaders to follow. Living in the same Spartan conditions imposed on his men, Rommel was a foot soldier's general who always led from the front lines and believed in action. AIM

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The aim of this paper is to carry out a critical assessment of Field Marshal Erwin Rommels personality as a Leader.

3 LIFE SKETCH Date 15 Nov 1891 Jul 1910 1914-1915 1918 1933 1935 1938/39 1940 1941 1942 1943 14 Oct 1944 Events Born at Heidenheim, Wuertemberg, near Ulm. Entered the Army 124 Infantry Regiment as an officer cadet. Received Iran Cross 1st Class followed by Iran Cross 2nd Class Awarded Pour- leMerite - the Blue Max by Kaiser Wilhen II. Promoted to the rank of Major. Promoted as Lieutenant Colonel. Commanded the Hitler Guard. During Invasion of France, Commanded 7 Panzer Division. Commanded Africa Corps and defeated British under General Wavell at Agheila 1941. Promoted as Field Marshal. Evac for Med Treatment. Death of Great General.

EARLY LIFE 5. Erwin Johannes Eugen Rommel was born in 1891 in Heidenheim, Wuertemberg. His father, after whom he was named, was a schoolmaster and mathematician of some distinction. Born into a strict, typically middle class southern German family, he showed no early signs of military genius. A pale and sometimes sickly child and had youthful ambitions of becoming an aeronautical engineer. However, his future was to be in another profession. Rommel changed when he was in his teens, showing a flair for mathematics, taking an interest in sport, and with a friend building a glider in the countryside near his home. 6. He joined the German Army in 1910 as an officer in the 124th Infantry Regiment. After receiving his commission, he was attached to a field Artillery Regiment. He rejoined the 124th Infantry Regiment at the outbreak of World War-I, and served as a company and battalion commander. He was wounded in action during the invasion of France, and also served with distinction on the Romanian and Italian fronts. was He received iron cross first class and iron cross second class in world war 1 He gained widespread recognition for his bold infiltration tactics. For his extraordinary bravery and tactical skill, the Kaiser awarded Rommel the Pour le Merite. In 1933 he was promoted to the rank of major. After the war he was posted to the infantry school in Dresden, where he published a textbook on infantry tactics called Infantry Attacks, based on his experiences in World War-I.

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He remained a captain for 15 years until he was promoted to major in 1933. After promotion to the rank of Lieutenant Colonel in 1935, he assumed command of the Potsdam War Academy. When Hitler read his book infantry attacks, he was reassigned to Hitler's HQ staff in 1938/39 and given the responsibility for Hitler's personal security. He later commanded the 7th Panzer Division in 1940 which played an important role in the invasion of France. He was made a lieutenant general the 1940 and placed in command of the Africa Korps in North Africa. This led to the famous North African campaigns. 8. It was during his command of German forces in Libya (the Africa Korps) where he earned the nickname "Desert Fox" amongst friends and foe alike for his skillful direction of Axis troops in North Africa. He twice drove British forces under the command of General Wavell back across the desert frontier in a seesaw campaign characterized by large armored battles. A British counter attack advanced to Benghazi in 1941 but Rommel, a master of movement in desert warfare, achieved a brilliant record as a tactician by driving the 8th Army back over the Egyptian frontier to a line at El Alamein by June 1941. He was promoted to Field Marshal in 1942 following the British surrender at Tobruk. Subsequent reverses forced him back to Tunis. He returned Germany in March 1943 for medical treatment and went back to North Africa after the battle had been lost. At the end of October 1943 the Africa Korps began its retreat. Rommel flew to Germany and failed in his attempt to secure permission to evacuate Tunisia where he had withdrawn.. After when he was defeated by British forces commanded by Montgomery, he was recalled from North Africa and given command of Army Group B in northern Italy. Following an assignment to supervise the strengthening of the Atlantic wall defenses, he became commander of German forces in the Low Countries and northern France in 1944. His Army Group B opposed the Allied landing at Normandy and fought to contain the Allied beach head in Normandy after failing to stop the invasion on beaches. 9. He was severely wounded in an Allied air attack on July 17, 1944. In the same month, a group of conspirators attempted to assassinate Hitler. At their trial, Rommel was implicated in the plot. Rommel received a message from Hitler giving him the choice of standing trial or taking his own life. He committed suicide by taking poison on October 14, 1944. Hitler's regime gave him a state funeral, falsely alleging that he had died of war wounds. Personality defined 10. In the view of psychologist, to cover all aspects in which an individual can differ from another often defines the term personality. A list of personality differences may thus include difference in physique, in health, and in intelligence, as well as in attitude, interests and characteristic way of behaving. Personality can be defined as the system of emotional behavior pattern, which determines an individuals characteristic way of behaving in different situations. So the typical definition of a mans personality is the total picture of his

5 organized behavior, especially as it can be characterized by his fellow men in a consistent way. Rommels Personality Analysis. 11. After looking at the basic definition of personality now the understanding of Rommels personality will be easy to comprehend. It should be taken beyond doubt right from the outset that Rommel was a great commander, an honorable loving leader and very fast executioner of his thoughts. There are five major aspects of Rommel personality which helped him becoming different from many others and earned him the reputation of Desert Fox, were: a. Chivalrous. A mans action and omissions spring first and foremost from his character and to a lesser degree, from his origins, his upbringing, and his training. Rommel, who belonged to a middle class family which had no military background and at the same time no military aspirations. The way he fought battles starting from his early military life till his death is full of such events where he exhibited symptoms of gallantry. As a platoon commander in 1914, he assaulted twenty French troops with three persons from his platoon, which he found barring their way. He was repulsed, but this instant reaction to finding himself in the tight corner was one, which he demonstrated time and again. The reason quoting this early life bravery is that he was considered to be shy, reluctant before that. The campaigns thereafter are full of examples with his being brave.

b. Enjoyed Zealous Cooperation From his Under Command. The perfect fighting animal described by Desmoned Young in his biography, enjoyed a willing execution of his orders from his subordinates. He was not at all a commander who due to some reconciliation on professional matters would earn the repute. Basic reason why he enjoyed willing coop was his being always with his troops and that too in front. Although there were occasions when he was away from the front, when his troops were fighting (celebrating marriage anniversary with his wife in Italy). Another reason is that he used to take same food as his troops. Even a great critic Wolf Heckman acknowledged in his preface to book Rommels War in Africa writes certainly, he had unusual qualities, from personal courage and toughness to a gift for inspiring utterly spent troops to perform unbelievable feats, (But that was not the whole Rommel). Even in his own article on the rules of desert warfare writes The command-in-chief must have contact with his troops. He must be able to fed and think with them. The soldier must have confidence in him. In this connection there is one cardinal principle to remember: one must never simulate a feeling for the troops which in fact one does not have. The ordinary soldier has

6 a surprisingly good nose for what is genuine and what is fake. At another place sir Liddle Hart writes, Exasperating to his staff officers, he was worshipped by his fighting troops. c. Loyal to Cause. Here I will not pronounce that he was loyal to objective every time ordained by his superior, but if I say that what so ever he conceived to be true, pursued very vividly with out any hesitation. He himself writes in his paper the Rules of Desert Warfare that Normally, there is no ideal solution to military problem, every course has its advantages and disadvantages. One must select that which seems best from the most varied aspects and then pursue it resolutely and accept the consequences. Any compromise is bad. North African campaign is full of such examples such as: (1) (2) d. Offensive 1941. Advance after capture of Tobruk.

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Sincerity to German Cause. He was always, very sincere to Germany, his motherland. He always had the national objective in mind and acted to his best ability. His plan to cross Suez and through Persia reach Soviet Union can be termed as sincerity towards German nation. His wisdom, ambitions can be questioned but sincerity to country can not. He chose, Germany against his master i.e. Hitler, when he came to know that Hitlers ambitions and Planning will end up in harming the Germany instead of benefiting, due to this he had to commit suicide and forced to do that. Liddle Hart in his book the German generals talk in chapter Soldier in the Sun writes, when Rommel came to see that Hitlers survival and Germanys survival were in compatible he put his country first and turned against his Pattern. How En Viewd Him. Letter of General Auchinleck to his subordinate commanders is an evident, of what type of general, Rommel was: To: From: All Commanders and Chiefs of Staff Headquarter, British Troops in Egypt and Middle East, Force. There exists a real danger that our friend Rommel is becoming a kind of magician or bogeyman to our troops, who are talking far too much about him. He is by no means a superman, although he is undoubtedly very energetic and able. Even if he were a superman, it would still be highly undesirable that our men should not credit him with supernatural powers. I wish you to dispel by all possible means the idea that Rommel represents something more than an ordinary German general. The important thing now is

7 to see it that we do not always talk of Rommel when we mean the enemy in Libya we must refer to the German or the axis powers or the enemy and not always keep harping on Rommel. Please ensure that this order is put into immediate effect, and impress upon all commanders that, from a psychological point of view, it is a matter of the highest importance. MILITARY LEADERSHIP QUALITIES 12. In carrying out a critical analysis of Rommel's personality, I will look at some principles of leadership followed by Pak army, which will help not only in bringing out the leadership traits that made Rommel the out standing general but also highlighting few weaknesses:a. Know Yourself and Seek Self-Improvement. Continually develop your strengths and work on overcoming your weaknesses. During World War-I, Rommel discovered that he appeared to lack the emotion of fear, and that he had the knack of acquiring and keeping the trust and affection of his troops. He also discovered his flair for tactics. He understood his own strengths and capabilities, but usually overlooked his weaknesses and limitations. He was a difficult subordinate who treated others from above with considerable mistrust. Rommel's approach to improve his own understanding of the dangers of war lay through meticulous self criticism. He was a thinker and always wanted to fight his previous battles again, not for his war craziness but for the sake of getting better results. From this, he wrote books on infantry tactics based on his battle experiences. During the war in North Africa, he realized that exhaustion was affecting his ability to command and asked for leave to regain his abilities. Be Technically And Tactically Proficient. You must know your job and are responsible for training your soldiers to do their jobs. Rommel's competence and abilities were well known. He was selected to be an instructor at the Potsdam and Weiner Neustadt Military Academies, and many other instruction positions.he published book on infantry tactics called infantary attacks, which was based on his experiences of world war 1. In the field of tactics he always defended his view that in a conflict between theory and practice, the correct solution would almost always be in favor of practice. Rommel's personality induced an undeviating loyalty in his own men. As a commander in mobile warfare he was outstanding, but he would take tremendous risks, risks often unjustified either by the tactical or worst logistical situation. Once his opponents developed halfway comparable tanks and anti-tank

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8 weapons, Rommel's performance declined. He also employed 88mm anti aircraft guns as anti tank wepons in the battle of axe and that he could do because he had knowledge of guns. c. Seek Responsibility And Take Responsibility For Your Actions. Leading always involves responsibility and initiative. Take just criticism for mistakes and take corrective action. Rommel was the only general that would tell Hitler the truth about the strategic and tactical situation. He demanded that the North African theater be given higher priority. Because it was an ignored and less priority area of Hitler, this ignorance by Hitler also resulted in Rommel defeat because of lack of resources and reinforcements. As the war in North Africa continued, things began to get worse for Rommel. His supply line across the Mediterranean Sea proved nonexistent. He began to use the excuse that lack of required supplies was the primary reason for the failure of his missions, rather than his lack of logistical planning. Supplies were still reaching him and were on hand. Rommel had legitimate health problems, but he never complained. He suffered from low blood pressure and fainting spells. He was physically and mentally exhausted. When he knew it was affecting his ability to command, he finally allowed himself to be medically evacuated out of the theater. Make Sound And Timely Decisions. Heinz guderian a fellow of Rommel was famous for making decisions based on knowledge. How ever Rommel had a habit of making very rapid decisions based on his intuition and ability to sense the location of the enemy; usually he was correct. Rommel would make a plan, deploy his force, and proceed with the firm conviction that it would go just as he had planned and that the enemy would have no choice but to react as expected. He believed that plans were based on intent, not on strict adherence to the stated mission. He would routinely defy higher orders, but did not allow his subordinates the same. He believed that the best plan is the one made after a battle, for only the past is certain, while planning is based on the probable. During world war 1 he attacked 20 French soldiers with just three men. Although he had a pl with him but he took on the spot decision to achieve surprise by not calling them up. Personal Example (1) Soldiers Want And Need Leaders To Be Role Models. By early 1915, Rommel's reputation as a brave, resourceful, and extremely physically fit officer developed. he was Wounded during fighting around Vareness in September 1914, he had been awarded the Iron Cross Second Class.

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9 In January 1915 he was awarded the Iron Cross First Class for leading a successful raid on French positions in the Argonne Forest. Rommel learned during war that for soldiers to withstand the danger of "Animalization" which a long war can produce it was first necessary for their military superiors to strengthen by example their moral behavior. It is because of Rommel's personality that fighting in North Africa turned out to be "the last gentleman's war." (2) Rommel did not ask of his men anymore than he asked of himself, which was to be superhuman. He thought nothing of giving a hand with bridge-building under enemy fire, standing up to his chest in water. For him, conscience was a reality. His ethics were simple and incorruptible. Flexible as he was in matters of tactics and strategy, his principles of morality were supposedly unshakable. Conversely, he performed actions, which as a leader should never be done. Routinely he commanded with threats. Rommel once stopped two tanks retreating from the front en route to a workshop for repairs. He told them that there was a British tank attack coming from behind them and their job was to stop it. He stated, "and I'll shoot you dead with my own pistol if you withdraw by so much as a step." A French prisoner of war once refused Rommel's order to get into a vehicle, so Rommel shot him dead on the spot.

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Know Your Soldiers And Look Out For Their Well-Being. Rommel maintained a constant presence on the front line and contact with fighting troops. His familiarity with the opinion of the front-line troops, which was that the staff thought themselves smarter the further they were from the fighting, led him to take great pains to demand of himself everything that he required of his troops and never more than what he could do himself. His preference was for the ordinary soldier and on innumerable occasions he supported a subordinate against a superior officer. Rommel always believed in a correct relationship between soldiers and their General. He believed that commanders must establish personal contact with their men, but without giving away authority. Soldiers must go into battle without doubts about their commanders. he insisted on having same food as his soldiers used to have although that was not of good quality. Keep Your Subordinates Informed. Individual soldiers have changed the course of battles using initiative in the absence of orders. Explaining the intent of your orders encourages initiative, improve teamwork, and enhance morale. Rommel had a bad habit

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10 of personally giving orders in certain sectors without notifying the affected chains of command. Many times Rommel would interfere on the battlefield at the tactical level by turning units aside or sending them into a different action because the situation had changed, without bothering about the customary command structure. At the battle of Ghazala, the chain of command effectively collapsed early in the battle, because he insisted on being on the front line. The Luftwaffe could not support the ground attack because there was no information from the Army HQ. h. Develop A Sense Of Responsibility In Your Subordinates. He had a habit of personally verifying the status of his troops rather than relying on their analysis. He did not believe that anyone else had his high level of standards. He would drive restlessly up and down tank with a suspicion suspicious that someone, especially a tank crew, might be slacking in their duties. Rommel would even fly over stationary formations in his reconnaissance aircraft, throwing out scraps of paper on which was written his demands that the unit get on with the mission or he would come down himself and make it happen. Ensure The Task Is Understood, Supervised, And Accomplished When Rommel wanted something to be done, he was on the ground supervising to ensure that it was done. He was harsh on those he thought had failed him. He demanded to see things for himself which led to his ability to sense where and when the enemy was weak and uncertain. His direct leadership style, concentration, and personal grip at the front during critical times is legendary. He once stopped two panzers retreating from front line to a repair workshop. He told them that there was a British attack coming from behind them and their job was to stop it. he stated I will shoot you dead with my own pistol if you withdraw by so much as a step. Build The Team. Soldiers do not fight solely for king and country, they fight for their comrades and fellow soldiers as well. Rommel had given a special order that anti-tank gunners were to be able to serve as machine-gunners and infantrymen were to know how to fire an anti-tank gun. He himself supervised this training program. Due to Rommel's personality, his men had an incredible willingness to blindly obey his commands. Due to his relentless efforts he built a strong Africa korps. With helping this greatly was the British inferiority in weapons, lack of aerial reconnaissance, shortage of communications equipment, and the absence of a commanding personality with qualities even remotely equal to Rommel's.

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11 l. Employ Your Unit In Accordance With Its Capabilities. Units have capabilities and limitations, for which leaders are responsible to recognize. Soldiers will gain satisfaction from performing tasks that are reasonable and challenging, but will be frustrated if tasks are too easy, unrealistic, or unattainable. Based on the superiority of the German Panzer III, Rommel many times ignored doctrine and exploited opportunities. Rommel didn't believe that the role of armor was to fight armor. He insisted that The task for armor was to find weak places in the enemy defense, break through them and then attack the softskinned and unprotected rear echelons of the enemy supply organization. He never sent his troops into action without careful thought, though lacking logistically. He personally conducted his own reconnaissance. He had a bad habit of underrating the capabilities of his enemy. The war in North Africa was decided by gun ranges, armor-piercing effectiveness, thickness of armor and tactics rather than by a single commander. Rommel would rarely perform any logistical calculations. He would conduct long movement and attack even though the fuel to support it did not exist. He enraged subordinates who feared they would be stranded without fuel by pushing on as demanded. Often emergency resupply was required, meaning everything on a division's supply trucks had to be thrown off and replaced with fuel. Once he even had to land fuel transport aircraft on the front lines when his tanks ran out of fuel.

Conclusion 13. British forces in North Africa didn't focus on defeating the enemy or the Afrika Korps; they talked of destroying Rommel. This psychologically reinforced the idea of Rommel as a hero figure. Rommel's death in 1944 robbed the Germans of one of their adventurous and impressive commanders. He was revered not only for his personal bravery in battle but also for his apparent ability to out fight a succession of enemy generals, many of whom enjoyed numerical and even technical superiority. His merits as a strategist can be argued indefinitely, but as history showed, courage combined with poor planning was ineffective against maneuver based on doctrine and superior weapons. Bibliography Dupuy, Trevor N., The Harper Encyclopedia of Military Biography, New York, 1992 FM 22-100, Military Leadership, Headquarters, Department of the Army, 1990 GSP-1556, Military Leadership, Ministry of Defense, Rawalpindi, 1969 Heckmann, Wolf, Rommel's War in Africa, London, 1981 Pitt, Barrie, The Crucible of War, London, 1980 Tute, Warren, The North Aftican War, Norwich, 1976