Organizational Environment and Preferences for Leadership and Power in the Officer Corps
ARMY COMMAND AND GENERAL STAFF COLL FORT LEAVENWORTH KS
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This study analyzed the relationship between the endorsement of values judged to characterize the army organizational environment and the preferences expressed for leadership and power options by officers in supervisory settings. The subjects were 99 active army majors and lieutenant colonels in a resident Command and General Staff College CGSC class at Fort Leavenworth, Kansas. Operational definitions of leadership and power are derived from the literature that limit leadership to actions designed to gain the willing cooperation of ones subordinates and power, conversely, to actions that can force the subordinates compliance in spite of their opposition. The organizational environment is defined in terms of four variables structure, authority, regulations and leadership training. Each is demonstrated to have a potentially negative impact on the use and development of leadership.
- Administration and Management