'Masterful research, impeccable detail, with a beautifully flowing narrative of which Churchill himself would have been proud.' - Professor Peter Caddick-Adams From his earliest days Winston Churchill was an extreme risk taker and he carried this into adulthood. Today he is widely hailed as Britain's greatest wartime leader and politician. Deep down though, he was foremost a warlord. Just like his ally Stalin, and his arch enemies Hitler and Mussolini, Churchill could not help himself and insisted on personally directing the strategic conduct of World War II. For better or worse he insisted on being political master and military commander. Again like his wartime contemporaries, he had a habit of not heeding the advice of his generals. The results of this were disasters in Norway, North Africa, Greece and Crete during 1940–41. His fruitless Dodecanese campaign in 1943 also ended in defeat. Churchill's pig-headedness over supporting the Italian campaign in defiance of the Riviera landings culminated in him threatening to resign and bring down the British Government. Yet on occasions he got it just right: his refusal to surrender in 1940, the British miracle at Dunkirk and victory in the Battle of Britain, showed that he was a much-needed decisive leader. Nor did he shy away from difficult decisions, such as the destruction of the French Fleet to prevent it falling into German hands and his subsequent war against Vichy France. In this fascinating new book, acclaimed historian Anthony Tucker-Jones explores the record of Winston Churchill as a military commander, assessing how the military experiences of his formative years shaped him for the difficult military decisions he took in office. This book assesses his choices in the some of the most controversial and high-profile campaigns of World War II, and how in high office his decision making was both right and wrong.

An engaging and detailed study of Winston Churchill's career as a military commander, from his early experiences in Britain's colonial wars, through his battlefield experience in World War I, to his strategic command in World War II. This book examines how in high office he got it both right and wrong. From his earliest days Winston Churchill was an extreme risk taker and he carried this into adulthood. Today he is widely hailed as Britain's greatest wartime leader and politician. Deep down though, he was foremost a warlord. Just like his ally Stalin, and his arch enemies Hitler and Mussolini, Churchill could not help himself and insisted on personally directing the strategic conduct of World War II. For better or worse he insisted on being political master and military commander. Again like his wartime contemporaries, he had a habit of not heeding the advice of his generals. The results of this were disasters in Norway, North Africa, Greece, and Crete during 1940–41. His fruitless Dodecanese campaign in 1943 also ended in defeat. Churchill's pig-headedness over supporting the Italian campaign in defiance of the Riviera landings culminated in him threatening to resign and bring down the British Government. Yet on occasions he got it just right, his refusal to surrender in 1940, the British miracle at Dunkirk, and victory in the Battle of Britain, showed that he was a much-needed decisive leader. Nor did he shy away from difficult decisions, such as the destruction of the French Fleet to prevent it falling into German hands and his subsequent war against Vichy France. In this fascinating new book, acclaimed historian Anthony Tucker-Jones explores the record of Winston Churchill as a military commander, assessing how the military experiences of his formative years shaped him for the difficult military decisions he took in office. This book assesses his choices in the some of the most controversial and high-profile campaigns of World War II, and how in high office his decision making was both right and wrong.

An engaging and detailed study of Winston Churchill's career as a military commander, from his early experiences in Britain's colonial wars, through his battlefield experience in World War I to his strategic command in World War II. This book examines how in high office he got it both right and wrong. From his earliest days Winston Churchill was an extreme risk taker and he carried this into adulthood. Today he is widely hailed as Britain's greatest wartime leader and politician. Deep down though, he was foremost a warlord. Just like his ally Stalin, and his arch enemies Hitler and Mussolini, Churchill could not help himself and insisted on personally directing the strategic conduct of World War II. For better or worse he insisted on being political master and military commander. Again like his wartime contemporaries, he had a habit of not heeding the advice of his generals. The results of this were disasters in Norway, North Africa, Greece, and Crete during 1940–41. His fruitless Dodecanese campaign in 1943 also ended in defeat. Churchill's pig-headedness over supporting the Italian campaign in defiance of the Riviera landings culminated in him threatening to resign and bring down the British Government. Yet on occasions he got it just right, his refusal to surrender in 1940, the British miracle at Dunkirk and victory in the Battle of Britain, showed that he was a much-needed decisive leader. Nor did he shy away from difficult decisions, such as the destruction of the French Fleet to prevent it falling into German hands and his subsequent war against Vichy France. In this fascinating new book, acclaimed historian Anthony Tucker-Jones explores the record of Winston Churchill as a military commander, assessing how the military experiences of his formative years shaped him for the difficult military decisions he took in office. This book assesses his choices in the some of the most controversial and high-profile campaigns of World War II, and how in high office his decision making was both right and wrong.

On the eve of World War II, the British army was more an international police force than a combat ready fighting force. This book examines its transformation in a look at Great Britain's top commanders in the field.

“Masterly. . . . Roberts’s portrait of the relationship between the four men who made Allied strategy through the war years is a triumph of vivid description, telling anecdotes, and informed analysis." —Max Hastings, The New York Review of Books An epic joint biography, Masters and Commanders explores the degree to which the course of the Second World War turned on the relationships and temperaments of four of the strongest personalities of the twentieth century: political masters Winston Churchill and Franklin D. Roosevelt and the commanders of their armed forces, General Sir Alan Brooke and General George C. Marshall. Each was exceptionally tough-willed and strong-minded, and each was certain that only he knew best how to win the war. Andrew Roberts, "Britain's finest contemporary military historian" (The Economist), traces the mutual suspicion and admiration, the rebuffs and the charm, the often-explosive disagreements and wary reconciliations, and he helps us to appreciate the motives and imperatives of these key leaders as they worked tirelessly in the monumental struggle to destroy Nazism.

Who was Winston Churchill? Even fifty years after his death, he is one of the most iconic figures in British history. As a young man he was a maverick journalist; his many positions in politics before 1940 marked him as a courageous but foolhardy man. Yet it is Churchill’s record in war, which has recently been questioned, that confirms his genius as a military commander and national leader—someone who understood the dangers of Nazi Germany before 1939 and someone uniquely capable to lead the empire through the turmoil of the Second World War. Christopher Catherwood argues that it was Churchill’s stand in 1940-41 that saved Britain and that only he was able to bring together the allies that eventually defeated Hitler in 1945. Catherwood has produced a challenging yet lively reassessment of the life and career of Winston Churchill, lion of British history and flawed hero.

How far did personality affect the grand strategy of the Second World War? Award-winning historian Andrew Roberts lays bare the four political masters and military commanders of the Western Allies - Franklin Roosevelt, Winston Churchill, General George C. Marshall and Lord Alanbrooke - between Pearl Harbour and VE-Day, coming to a number of startling conclusions. Employing verbatim accounts of Churchill's War Cabinet meetings never before reporduced in book form, as well as using the private papers of sixty-seven contemporaries of the four men, the inside story is told of the great war wartime conferences, explaining why and how the Allies attacked when and where they did. The two masters (Churchill and Roosevelt) and two commanders (Marshall and Alanbrooke) were strong-willed and tough-minded and each was certain that he knew best how to win the war. Yet in order to get their strategies adopted, each needed to persuade at least two of the other three, and certainly not be so outmanouvered that he ever found himself in a minority of one. Roberts reveals the dynamic behind the collective decisions upon which the lives of millions ultimately depended.