Relationships Between Vertical Cohesion and Performance in Light Infantry Squads, Platoons, and Companies at the Joint Readiness Training Center (JRTC)
Abstract
This paper presents the scales developed to determine weakness in vertical cohesion (cohesion between leaders and subordinates) between soldiers from squad members through company commanders. The weaknesses were termed 'breaks.' After a pattern of breaks was determined, the pattern was related to simulated combat performance at a U.S. Army Combat Training Center. No or few breaks in the platoon vertical-cohesion chain from squad member to company commander were associated with better platoon performance. Breaks in vertical cohesion with the top platoon leader (platoon sergeant and platoon leader) were associated with below-average platoon performance. A break at the squad leader level affected how the soldiers rated their proficiency prior to a rotation at the Combat Training Center but did not have significant bearing on platoon performance.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 01, 1992
- Accession Number
- ADA249254
Entities
People
- Cathie E. Alderks
Organizations
- U.S. Army Research Institute for the Behavioral and Social Sciences