Accession Number : ADA254283


Title :   Motivational Contagion Between Squad Leaders and Their Squad Members


Descriptive Note : Final rept. Jan 1991-Mar 1992


Corporate Author : ARMY RESEARCH INST FOR THE BEHAVIORAL AND SOCIAL SCIENCES ALEXANDRIA VA


Personal Author(s) : Savell, Joel M ; Teague, Ross C ; Tremble, Trueman B


Full Text : https://apps.dtic.mil/dtic/tr/fulltext/u2/a254283.pdf


Report Date : Jun 1992


Pagination or Media Count : 36


Abstract : Forty-nine Army squad leaders (SLs) and their squad members (SMs) provided self-report measures of their job involvement before and after a 3- to 4-month 'train-up' during which time the units prepared for a major field combat exercise. Using these self-report repeated-measure data, the authors tested a 'motivational contagion' hypothesis-i.e., that SMs and their SL influence one another with regard to their job involvement. The results of the analysis indicate that job-involvement scores of SLs are correlated with job-involvement scores of the SMs of these SLs and that the strength of the correlation varies directly with the length of the SM-SL relationship. Also, ratings of their SL's overall leadership ability predicted the magnitude of the SM-SL correlation. Examination of SM and SL scores at time 1 and time 2 suggests that influence may have been operating in both directions. Finally, overall mean job involvement was slightly (but reliably) lower at time 2 than at time 1, both for SMs and for SLs.


Descriptors :   *LEADERSHIP , *ARMY PERSONNEL , *MOTIVATION , *SQUAD LEVEL ORGANIZATIONS , *RATINGS , WARFARE , INTERACTIONS , CORRELATION , MEAN , JOB ANALYSIS , ARMY , MILITARY EXERCISES , LENGTH , SURVEYS , TIME , ARMY TRAINING , JOBS


Subject Categories : Personnel Management and Labor Relations
      Military Operations, Strategy and Tactics


Distribution Statement : APPROVED FOR PUBLIC RELEASE