Motivational "Contagion" Between Squad Leaders and Their Squad Members
Final rept. Jan 1991-Mar 1992
ARMY RESEARCH INST FOR THE BEHAVIORAL AND SOCIAL SCIENCES ALEXANDRIA VA
Pagination or Media Count:
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 SLs 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.
- Personnel Management and Labor Relations
- Military Operations, Strategy and Tactics