Chapter 2 Churchill as Wartime PM
What was Churchill’s stance towards war in 1940?
As soon as Churchill became PM the war was more dangerous:
- The campaign in Norway had failed
- German forces made rapid advances in a Blitzkrieg attack through the low countries
(Belgium, the Netherlands and Luxembourg) and into France in only 3 weeks of fighting
- Britain expected large-scale bombing with heavy casualties.
- Germany had an alliance with the USSR
- 28th May 1940 - British forces cut off from the French, with danger they would be
destroyed at Dunkirk
- Looked like Italy was going to join the war against Britain, threatening Egypt and the
Suez Canal (Britain’s fastest route to her empire in India and the far east).
- Britain’s gold reserves were running out, danger that obtaining war supplies from the US
would not be possible
Churchill’s reaction to these events was very important for the Allied victory:
- Completely focused and determined
- The single aim of the war was victory (without this Britain and her empire’s survival
would be impossible)
- He made defiant speeches to emphasise his conviction to never surrender and boost
public morale (e.g his ‘We Shall Never Surrender’ speech). It was said that he could
turn the English language into a ‘weapon of war’.
- He used the evacuation of 300,000 men from Dunkirk as a heroic victory, even when
equipment had been lost and Britain had suffered a severe defeat in France
- Churchill made it clear that Britain should not even investigate possible peace terms.
Lord Halifax (a supporter of appeasement) was the foreign secretary and wanted to
approach Mussolini (who was still neutral) to negotiate peace terms with Hitler.
This was not defeatist or cowardly, but rational (finding out what Britain’s options were).
Churchill saw it as dangerous - it would have fuelled Hitelr’s appetite by showing him
that Britain was weakening.
Hitler was also unlikely to offer fair and reasonable terms - peace would be one sided.
Hitler talked about the supremacy of the German ‘master race’ and the extinction of
minorities - he was unlikely to allow the survival of an independent Britain.
- By the end of 1940 Britain had survived the fall of France, the Battle of Britain and was
winning some victories against the Italians in North Africa, so Churchill’s stance was
justified.
, What was special about Churchill’s leadership style during the war?
Oratory and public image
Oratory was the main instrument he used to solidify support in the nation and maintain his
position in parliament.
Personally flamboyant, appearing in a range of military and naval uniforms, hats and costumes
in order to capture the public’s need for a vivid and dynamic leader.
Brave - wanted to go over to France with the invasion force in June 1944 and had little care for
his personal safety during bombing raids on London.
His wartime journeys were hazardous and uncomfortable for a man of his age - showed his
astonishing energy/ enthusiasm.
His oratory was dramatic and persuasive - he included ‘sound bites’ such as "Finest hour” and
“Blood, toil, tears and sweat” that were liked by the public.
Personal diplomacy
His personal diplomacy played a considerable part.
Believed in the power of strong personal relationships with allies.
Pursued an energetic series of meetings with his allies.
E.g he developed a personal relationship with Roosevelt to secure America’s assistance.
He also tried to develop a closer alliance with the Soviet Union and said that he would “deal with
the devil” to defeat the Nazis.
Relationships with staff
Frustrated by any delays or signs of weakness - he frequently undermined and dismissed
military leaders in whom he had lost confidence.
He could take advice and did not insist on every idea he had being put into practice - he took
advice from those he thought exceptional and talented, such as Lord Beaverbrook and his
scientific advisor Frederick ‘the Prof’ Lindermann, who was involved in the development of
radar.
Respected the political system and reported regularly to the House of Commons, accepting
debates on his conduct of the war.
A hard taskmaster that demanded complete dedication from all in public office.
He worked long, irregular hours and often exhausted his staff, e.g he insisted on very concise
and precise paperwork, with ideas presented only on ‘one piece of paper’.
Decision making
He believed his role was to direct the war effort.
‘I had the ability to give directions over the whole scene’ - Churchill’s memoirs
Favoured daring ideas and actions, even supporting some extreme measures/ politically brave
decisions:
- Determination to fight on in 1940
- Decision to destroy the French fleet at Oran in 1940, at the cost of thousands of lives of
former allies
What was Churchill’s stance towards war in 1940?
As soon as Churchill became PM the war was more dangerous:
- The campaign in Norway had failed
- German forces made rapid advances in a Blitzkrieg attack through the low countries
(Belgium, the Netherlands and Luxembourg) and into France in only 3 weeks of fighting
- Britain expected large-scale bombing with heavy casualties.
- Germany had an alliance with the USSR
- 28th May 1940 - British forces cut off from the French, with danger they would be
destroyed at Dunkirk
- Looked like Italy was going to join the war against Britain, threatening Egypt and the
Suez Canal (Britain’s fastest route to her empire in India and the far east).
- Britain’s gold reserves were running out, danger that obtaining war supplies from the US
would not be possible
Churchill’s reaction to these events was very important for the Allied victory:
- Completely focused and determined
- The single aim of the war was victory (without this Britain and her empire’s survival
would be impossible)
- He made defiant speeches to emphasise his conviction to never surrender and boost
public morale (e.g his ‘We Shall Never Surrender’ speech). It was said that he could
turn the English language into a ‘weapon of war’.
- He used the evacuation of 300,000 men from Dunkirk as a heroic victory, even when
equipment had been lost and Britain had suffered a severe defeat in France
- Churchill made it clear that Britain should not even investigate possible peace terms.
Lord Halifax (a supporter of appeasement) was the foreign secretary and wanted to
approach Mussolini (who was still neutral) to negotiate peace terms with Hitler.
This was not defeatist or cowardly, but rational (finding out what Britain’s options were).
Churchill saw it as dangerous - it would have fuelled Hitelr’s appetite by showing him
that Britain was weakening.
Hitler was also unlikely to offer fair and reasonable terms - peace would be one sided.
Hitler talked about the supremacy of the German ‘master race’ and the extinction of
minorities - he was unlikely to allow the survival of an independent Britain.
- By the end of 1940 Britain had survived the fall of France, the Battle of Britain and was
winning some victories against the Italians in North Africa, so Churchill’s stance was
justified.
, What was special about Churchill’s leadership style during the war?
Oratory and public image
Oratory was the main instrument he used to solidify support in the nation and maintain his
position in parliament.
Personally flamboyant, appearing in a range of military and naval uniforms, hats and costumes
in order to capture the public’s need for a vivid and dynamic leader.
Brave - wanted to go over to France with the invasion force in June 1944 and had little care for
his personal safety during bombing raids on London.
His wartime journeys were hazardous and uncomfortable for a man of his age - showed his
astonishing energy/ enthusiasm.
His oratory was dramatic and persuasive - he included ‘sound bites’ such as "Finest hour” and
“Blood, toil, tears and sweat” that were liked by the public.
Personal diplomacy
His personal diplomacy played a considerable part.
Believed in the power of strong personal relationships with allies.
Pursued an energetic series of meetings with his allies.
E.g he developed a personal relationship with Roosevelt to secure America’s assistance.
He also tried to develop a closer alliance with the Soviet Union and said that he would “deal with
the devil” to defeat the Nazis.
Relationships with staff
Frustrated by any delays or signs of weakness - he frequently undermined and dismissed
military leaders in whom he had lost confidence.
He could take advice and did not insist on every idea he had being put into practice - he took
advice from those he thought exceptional and talented, such as Lord Beaverbrook and his
scientific advisor Frederick ‘the Prof’ Lindermann, who was involved in the development of
radar.
Respected the political system and reported regularly to the House of Commons, accepting
debates on his conduct of the war.
A hard taskmaster that demanded complete dedication from all in public office.
He worked long, irregular hours and often exhausted his staff, e.g he insisted on very concise
and precise paperwork, with ideas presented only on ‘one piece of paper’.
Decision making
He believed his role was to direct the war effort.
‘I had the ability to give directions over the whole scene’ - Churchill’s memoirs
Favoured daring ideas and actions, even supporting some extreme measures/ politically brave
decisions:
- Determination to fight on in 1940
- Decision to destroy the French fleet at Oran in 1940, at the cost of thousands of lives of
former allies
