Organizational Environment and Preferences for Leadership and Power in the Officer Corps

Abstract

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 one's 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.

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Document Details

Document Type
Technical Report
Publication Date
Jun 10, 1977
Accession Number
ADA043748

Entities

People

  • Garrett T. Cowsert

Organizations

  • United States Army Command and General Staff College

Tags

Communities of Interest

  • Biomedical
  • Energy and Power Technologies
  • Human Systems
  • Weapons Technologies

DTIC Thesaurus Topics

  • Behavioral Sciences
  • Classification
  • Doctrine
  • Education
  • Employment
  • Environment
  • Group Dynamics
  • Instructors
  • Law
  • Leadership Training
  • Organizational Structure
  • Personnel Management
  • Psychology
  • Schools
  • Social Psychology
  • Students
  • Training

Readers

  • Military Training and Readiness Simulation
  • Systems Analysis and Design
  • Team-Based Human-Centered Cognitive Task Decision Making and Information Performance.