Leading and Retaining Millennial Officers in the U.S. Armed Forces
Abstract
With the ongoing retirement of American military baby-boomers, Millennials now comprise 30 to 50% of all Active Duty military service members in the United States (U.S.) Armed Forces. Literature on Millennial leaders within the U.S. military is limited so there is need for further study to identify the specific work traits of this generational cohort, the leadership style(s) Millennials best respond to, and the coaching and mentoring techniques senior leaders should employ to retain this young and emerging officer population. This study compares transactional and transformational management styles, as well as service versus servant leader characteristics, to provide insight into adapting existing hierarchical leadership styles and coaching/mentoring programs within the U.S.Armed Forces to improve leadership, communication, and mentoring between senior generational cohorts and the Millennial commissioned officers they lead. The intent of the study is to explain work place conflict between generational cohorts and address mitigation of existing bureaucratic barriers to improve job satisfaction for Millennial officers, resulting in higher retention rates for this population within the U.S. Armed Forces.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 09, 2018
- Accession Number
- AD1050974
Entities
People
- Stephen D. Dorris
Organizations
- Joint Forces Staff College