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The US military that emerged from the First World War, credited with having been the decisive factor in those killing fields, faced many of the same doctrinal dilemmas that gnaw at armies in any "age of peace." The War and Navy Departments had little institutional appreciation for airpower's potential to fundamentally reshape service doctrine as it would over the next decade. And even though Marine performance in the war just past was stellar, some called for eliminating the Corps altogether. Into that arena stepped three strong transformational leaders: Billy Mitchell, William Moffett, and John Lejeune. Lejeune revived the Corps by demonstrating Marines were value for money. While Commandant, Lejeune and his tireless thinkers turned discredited assumptions into clearly defined amphibious and maneuver doctrine and laid the foundation for future tactics. During that same period, Admiral Moffett convinced Congress of the importance of fleet defense and the viability of the aircraft carrier, a decisive weapon system in the Second World War. Concurrently, Billy Mitchell, in his unique way, championed offensive strategic bombing and called for an independent air force to do it. Lejeune and Moffett impacted their institutions from within, Mitchell's tactics were less conventional. The paper attempts to answer the following question. In times of great change how do successful transformational military leaders guide or attempt to guide their services through these periods? The first four chapters provide background on Lejeune, Moffett and Mitchell's lives through World War One. Chapter five examines the theoretical roots of individual service doctrine after the Great War and the political atmosphere in which the airpower issue was debated. Chapter six discusses the articulation of the doctrine which eventually emerged and is still part of how the military plans to employ forces today. The final chapter addresses the doctrinal challenges in the new century, focus particula
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