Attribution of Base Civil Engineer (BCE) Leadership by Key Subordinates
AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH SCHOOL OF SYSTEMS AND LOGISTICS
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The purpose of this thesis was to determine key behaviors of BCEs which subordinate officers and senior NCOs attribute to BCE leadership. General areas of BCE responsibility were rated by subordinates using a survey listing specific BCE behaviors and activities. Open response sections were included in the survey to allow respondents to identify additional behaviors or actions not covered by the fixed item responses. Good and poor BCE leadership behaviors and actions were then identified by analyzing the responses. The study includes a detailed literature review on the basics of leadership research and a valuable appendix containing the subordinates candid remarks about BCE leadership. The results of this study were compared with the results of a previous study in which BCE leadership behaviors were rated by wing and base commanders. In general, it was found that the wing and base commanders perceptions of BCE leadership were influenced most by the effect of BCE actions on overall mission performance, while the subordinates perceptions were most influenced by the effects of BCE actions on squadron personnel and the work environment. Areas of significant differences between the group ratings were examined using one-way ANOVA and t-tests. The research showed that the BCE functions at two significantly different levels--the executive level and line officer level--in terms of leadership behavior. The results indicated that a BCE can meet the leadership expectations of the individuals at each level with a consistent set of actions and behaviors if he or she has an awareness of the different groups expectations.
- Personnel Management and Labor Relations