Hitler's Leadership Style

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• 1. Führerprinzip
• 2. Headquarters
• 3. Hitler's distrust of his generals
• 4. Reliance on instinct
• 5. Strategy
• 6. Sharing the blame
• 7. Find out more
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Headquarters

Throughout World War Two Hitler worked from one of several field headquarters, in contrast to other heads of state, who remained in their capital cities. A small personal staff attended to him, and the army high command also kept its headquarters, with a much more substantial staff, nearby. He held briefings with his senior military advisors, often in the company of Party officials and other hangers-on, each afternoon and late each night. His staff would present him with information on the status and actions of all units down to division strength or lower, as well as on special subjects such as arms production or the technical specifications of new weapons.

'... Hitler had an incredible memory for detail and would become annoyed at any discrepancies.'

Every point had to be correct and consistent with previous briefings, for Hitler had an incredible memory for detail and would become annoyed at any discrepancies. He supplemented that information by consulting with his field commanders, on very rare occasions at the front, more often by telephone or by summoning them back to his headquarters. As the briefing went on he would state his instructions verbally for his staff to take down and then issue as written orders.

There were several broad sets of problems with Hitler's style of command. These revolved around his personality, the depth of his knowledge, and his military experience, and they exacerbated corresponding problems in the German command system. After the war, the picture emerged of Hitler as a megalomaniac who refused to listen to his military experts and who, as a consequence, lost the war for Germany. That picture emerged due largely to the efforts of his former generals, who had their own reputations to protect. The truth was more complicated, even if Hitler's failings remained at the heart of it.

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Published: 2003-02-21