This longitudinal, non-experimental, quantitative, replicate study addresses the use of five on-the-job leader development techniques (coaching, counseling, job-rotation, understudy training, and encouragement of self-development) by current United States Air Force (USAF) supervisors and USAF officer perspective concerning the organization’s approach to leader development. It also provides comparative analysis to previous studies by Able (1962) and Vitton (1982). The sample consisted of 118 officers in the rank of captain, major, lieutenant colonel, and colonel who were attending USAF schooling located at Maxwell Air Force Base in Montgomery, Alabama. The participants completed a 58-item questionnaire designed to determine the extent to which the officers were exposed to each of the five selected methods of leader development. The officers also provided their opinion on the USAF’s current program of leader development. The results suggest that the majority of USAF officers do not routinely experience on-the-job development from their supervisors with the exception of counseling, which is a mandatory requirement for nearly all USAF supervisors. Concerning counseling however, the findings suggest that a sizable portion of USAF supervisors ignore USAF directives stipulating formal feedback be given at least once per year for all officers in the rank of lieutenant through colonel. Analysis also reveals that most USAF officers believe the USAF lacks an integrated, deliberate leader development program.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/05, Dissertation Abstracts International|
|Subjects:||Management, Public administration, Occupational psychology, Business education, Military studies|
|Keywords:||Air Force, Executive development, Leader development, Leadership, Management development, Management training, Workplace development|
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