When You Get a Job to Do, Do It

This study examines the development and effectiveness of Lieutenant General William H. Tunner's leadership during the interwar years, World War II, and early Cold War. In order to evaluate Tunner, this thesis draws upon current Air Force leadership doctrine and proposes an Air Force leadership framework with which to assess the relationships between personal experience, leadership competencies, leadership actions, and the results they produce. The author begins with Tunner's early experiences, to include military education, training, and operational practice. The focus then shifts to Tunner's progression in Ferrying Command and the development of his leadership competencies.