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The Impact of Training and Culture on Leadership Values and Perceptions at the United States Army Engineer School

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Doctoral thesis

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This research represents the first analysis of the effectiveness of Army engineer officer entry level leadership training. The study measured the initial leadership value orientations and perceptions of Engineer Officer Basic Course EOBC students and measured the changes in leadership values from the seventeen weeks of leadership training which the students attended. These changes in attitudes were then compared to Engineer Officer Advance Course EOAC students leadership values to provide a validation of the instruction. The EOBC students are training to assume leadership positions which the EOAC students were in. A random sample of business leaders values were then compared to the Army engineers values to draw cultural leadership comparisons. The study determined that leadership values can be taught and learned. The EOBC students values were modified and brought closer in line to the EOAC students values on leadership. The study further determined that the Armys leadership values are strongly influenced by the military culture which is based on a set of core values and characteristics. The EOAC leadership values were found to be significantly different from the business leadership values. The study used the Systematic Multiple Level Observation of Groups SYMLOG instrument to gather and analyze the data. This tool is a proven valid and reliable method for gathering and analyzing the data. The Army is using several techniques to accomplish the training and indoctrination into its culture.

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  • Military Forces and Organizations

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