Organizational Influence: Interpersonal Power in Military Organizations
Final rept. 1 Sep 1972-30 Sep 1975
BATTELLE HUMAN AFFAIRS RESEARCH CENTERS SEATTLE WA
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Research activities are described over a four-year period of study of interpersonal influence leader power in the military. The study included two phases. During Phase I interpersonal influence questionnaires were administered to three samples of enlisted men Total N1596 at three stages of their military careers--new recruits, basic trainees, and enlisted men with two years of duty. The questionnaire probed leadership power and leadership climate dimensions. Abstracts of six technical reports of the findings are reproduced. Previously unreported data involving cross-service comparisons of the leadership power and climate expectations of recruits from the Navy, air Force, Marine Corps and Army are included. Also reported are results from 89 Naval Officers who completed and interpersonnal influence attitude questionnaire. The major conclusion from the total study is that enlisted men report heavy reliance by military superiors on leadership power based on rank, authority, threats, and punishment. Enlisted men favor greater use of leadership power based on knowledge, experience, and mutual trust and respect they felt they would perform duty better and exhibit higher morale under a leadership climate more like the human relations orientation typical of work environments in the civilian sector. Naval officer questionnaire responses show awareness of this situation and indicate a discrepancy between leadership attitudes and actual leadership behavior. Why this discrepancy exists remains an unanswered question which should be given priority research attention.
- Humanities and History