Case study of the leadership of the Osage General: Major General Clarence Leonard Tinker

Abstract

Scope and Method of Study: Aviation History, Aviation Leadership, Qualitative Interview and Case Study

Major General Clarence L. Tinker was one of the early U.S. Army Air Corp leaders from the early part of the 20th Century, but little was known about how he led and managed both his fellow service members and responsibilities during his command as a general officer. The purpose of this study was to analyze General Tinker's actions and accomplishments as a manager and leader in the U.S. Army Air Corp within the context of utilizing concepts known from leadership and management experts from General Tinker's era. This study also sought to analyze and identify General Tinker's leadership style and leadership traits in the context of contemporary theories of leadership. This study explored and analyzed past records regarding General Tinker and those records included personal letters, noted accomplishments, speeches, and any other sources that were found to be meaningful to this research and the purpose of this study. Further data was collected through interviews of military historians, Tinker family descendants, and anyone else with an expert working knowledge of Major General Clarence L. Tinker.

Findings and Conclusions:

This research did not conclusively identify where and how General Tinker learned to be a leader. However, based upon this research study's findings it is evident that General Tinker attained the rank of Major General for a reason. He knew how to lead and manage War Department resources and especially human resources appropriately. The findings suggest that Army Air Corp Airmen wanted to work for Tinker or other officers similar to him in his leadership and management attributes.