The Army Officer as Performance Manager,
HUMAN RESOURCES RESEARCH ORGANIZATION ALEXANDRIA VA
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The paper describes the results of one Army officers experiment in psychological research on the job. To develop his subordinates leadership ability and initiative, he permitted them an active role in managing the battalion, emphasizing the principles of contingency management motivation, participative management group problem-solving and decision-making, and performance counseling. No breakdown in discipline appeared to result. Future development and field-testing are recommended.