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Sic Itur Ad Astra : Études Sur La Puissance Aérospatiale Canadienne

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Sic Itur Ad Astra : Études Sur La Puissance Aérospatiale Canadienne Études sur la puissance aérospatiale canadienne Volume 1 Aspects historiques du leadership dans la Force aérienne Sic Itur Ad Astra : Études sur la puissance aérospatiale canadienne Volume 1 Aspects historiques du leadership dans la Force aérienne Publié sons la direction de W.A. March Numéro de catalogue : D4-7/1-2009F-PDF Numéro ISBN : 978-1-100-92494-6 Cette publication est disponible en ligne, sur Intranet à l’addresse suivante : Trenton.mil.ca/lod- ger/CFAWC/eLibrary/eLibrary_e.asp ou sur Internet à www.airforce.forces.gc.ca/cfawc/eLibrary/ eLibrary_f.asp. Conception graphique et édition : Section de la production du Centre de guerre aérospatiale des Forces canadiennes. Cette publication a été préparée pour le ministère de la Défense nationale du Canada, mais les opinions qu’elle contient sont strictement celles des auteurs. Elles ne reflètent pas nécessairement la politique ou l’opinion des organismes publics comme le gouvernement du Canada et le ministère de la Défense nationale du Canada. © Sa Majesté la Reine, représentée par le ministre de la Défense nationale, 2009 Photo de la couverture : Le Commandant d’aviation Len Birchall aperçu à bord de son hydravion Catalina avant que l’appareil ne soit abattu et capturé par les Japonais en 1942. Source : MDN Table des matières Préface ..............................................................................................................3 Introduction .....................................................................................................5 Chapitre 1 Le leadership du Maréchal de l’Air Harold (Gus) Edwards ........9 Suzanne K. Edwards Chapitre 2 La stature d’un chef : le Commandant d’aviation L. J. Birchall (dit « le sauveur de Ceylan ») ............................................................17 Ernest Cable Chapitre 3 Qu’est-il advenu de..? Une enquête sur certains officiers .......................................................32 Hugh Halliday Chapitre 4 Après l’état d’urgence : le professionnalisme, le leadership et l’expression de la désobéissance dans l’aviation militaire canadienne, de 1919 à 1946 ............................47 Rachel Lea Heide Chapitre 5 Le leadership de la défense aérienne durant l’« âge d’or » de l’ARC ...........................................................................................56 Richard Goette Chapitre 6 Maréchal en chef de l’Air Frank Miller : Un chef civil et militaire .....................................................................71 Raymond Stouffer Chapitre 7 De bons partenaires ou de simples intrigues de haut niveau : La relation transnationale entre l’USAF et l’ARC au chapitre du Système de défense aérienne de l’Amérique du Nord, 1947–1960 ........83 Matthew Trudgen Chapitre 8 Leadership et protection du patrimoine : Le Lieutenant-colonel d’aviation Ralph V. Manning et la Section historique de l’ARC,1961-1965 .......................................93 Edward Peter Soye Chapitre 9 Le Canada et l’espace : une question de leadership ...............................................................110 William P. Sparling Chapitre 10 La dimension « aérienne » du leadership ............................123 William Lewis Liste des abréviations ...................................................................................131 1 Préface Les deux responsabilités fondamentales du Centre de guerre aérospatiale des Forces canadiennes sont d’effectuer et de favoriser des études sur la puissance aérospatiale du point de vue canadien. Il s’agit de tâches importantes car la puissance aérospatiale, quelle que soit la définition que l’on en fait, constitue un élément essentiel de la puissance nationale au pays et à l’étranger. Par conséquent, en tant que professionnels, il est important pour nous non seulement d’étudier le domaine que nous avons choisi, mais aussi de communiquer le résultat de notre étude à un vaste auditoire. Je n’insisterai jamais assez sur ce dernier point; en effet, s’il est une chose que l’histoire a enseignée ou devrait avoir enseignée aux praticiens de la puissance aérospatiale, c’est que celle-ci n’existe pas en vase clos. Comme l’a prouvé l’actuel conflit en Afghanistan, la puissance aérospatiale n’est que l’un des outils d’une boîte à outils riche et variée dont dispose un gouvernement. Une bonne compréhension de ses atouts et de ses faiblesses ainsi que de ses relations avec d’autres éléments de la puissance nationale est essentielle pour que les capacités aérospatiales soient utilisées de manière efficace et complémentaire. La meilleure façon d’y arriver est d’apprendre de nos expériences passées en matière de puissance aérospatiale. Dans cette optique, j’ai le plaisir de vous présenter le premier numéro de Sic Itur Ad Astra : Études sur la puissance aérospatiale du Canada. L’histoire est l’une des pierres angulaires d’un processus d’apprentissage institutionnel et, au moment où nous devons composer avec les complexités actuelles et un futur incertain, la Force aérienne doit continuer à s’adapter en tant qu’institution. La série Sic Itur Ad Astra a pour but d’explorer et d’approfondir la riche histoire et le patrimoine de l’aviation militaire canadienne dans toutes ses formes et facettes. Ainsi, nous avons l’intention d’utiliser à l’occasion des bribes d’histoire pour aider à concevoir et illustrer la doctrine et les concepts aérospatiaux. Il est approprié que notre premier volume porte sur les aspects du leadership de la Force aérienne, qui constitue l’élément central de tout service militaire, à savoir le personnel et la façon dont il est géré. Même si les sujets futurs pourront porter sur des questions plus techniques ou organisationnelles, nous devons constamment garder à l’esprit la dimension humaine. En effet, tout au long de notre histoire, certains des défis de la puissance aérospatiale sont liés à la compréhension, à la motivation et au commandement du personnel de la Force aérienne en temps de paix et en temps de guerre. J’espère que le contenu du présent numéro sera intéressant et éducatif pour vous et surtout qu’il suscitera votre réflexion. Le commandant, M. R. Dabros, CD Colonel Introduction Existe-t-il un leadership propre à la Force aérienne? Lorsqu’on réfléchit à la question, il est tentant de répondre par un simple oui ou non. Les personnes ayant l’impression que l’environnement aérien et les combats qui s’y déroulent requièrent l’emploi d’une approche particulière auraient plus tendance à répondre « oui », alors que les personnes considérant l’espace aérien comme une simple partie de l’espace global de combat auraient plus tendance à répondre « non ». Existe-t-il un juste milieu? Certains aspects du leadership sont-ils uniques à la Force aérienne et cette dernière a-t-elle d’autres qualités correspondant à celles d’autres armées? Comme on favorise maintenant l’emploi d’une approche interarmées (faisant appel à l’Armée de terre, la Marine et la Force aérienne) ou axée sur le cadre interarmées, interorganisationnel, multinational et public (IIMP), ces questions peuvent être purement hypothétiques. La Force aérienne du Canada n’a aucune doctrine du leadership. En effet, l’énoncé décrivant le mieux le leadership de la Force aérienne se trouve dans le document Vecteurs stratégiques : la vision de l’avenir pour transformer la Force aérienne, publié en 2004 par le Directeur général du Développement de la Force aérienne. L’un des principaux éléments, ou vecteurs, du développement de la Force aérienne au XXIe siècle souligne la nécessité de faire du leadership « facilitant la transformation » un objectif. Afin d’exercer ce genre de leadership, les chefs de la Force aérienne : doivent obtenir au cours de leur carrière l’expérience et le perfectionnement professionnel nécessaire grâce auxquels ils acquerront l’étendue et la profondeur de connaissances nécessaires au développement et au déploiement de la puissance aérospatiale dans le cadre d’une gamme d’activités et de conflits.1 Les personnes ayant atteint ce niveau d’expertise en aérospatiale deviendront les penseurs, les leaders et les visionnaires de l’avenir.2 Cependant, il n’existe malheureusement aucune définition expliquant clairement en quoi consiste un leadership facilitant la transformation. En effet, si un militaire de la Force aérienne du Canada souhaite déterminer ce en quoi consiste le leadership, il ou elle doit consulter les publications interarmées des Forces canadiennes (FC). Servir avec honneur : la profession des armes au Canada est un bon document à consulter en premier lieu, car il contient une analyse de ce que sont les forces armées et des tâches qui leur incombent dans le contexte canadien. Il est énoncé dans ce document que les trois chefs d’état-major d’armée (CEMA) ont la responsabilité de mettre sur pied et de maintenir des forces prêtes sur le plan opérationnel et de voir aux opérations courantes.3 Malheureusement, ce document ne décrit pas les CEMA comme les chefs de leur armée respective, sauf en termes généraux. Des besoins militaires précis, appelés « connaissances fondamentales », sont réglementés au niveau tactique en tenant compte du fait que « l’expertise fondamentale est essentiellement la même aux niveaux opérationnel et stratégique. »4 Si cet énoncé est vrai, les futurs chefs de la Force aérienne n’auront pas à se préoccuper de la complexité de mener une campagne aérienne avec rien de plus qu’un escadron. Le document Le leadership dans les Forces canadiennes : fondements conceptuels contient beaucoup d’énoncés qui feront réfléchir les chefs de la Force aérienne et qui auront du sens
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