Leadership Development in the Objective Squadron
Abstract
The 1991 Air Force reorganization instituted the objective squadron, placing flightline maintenance under command of the flying squadron commander. This research identifies and validates a paradoxical combination of effects within the new squadrons. While most combat-deployable flying squadrons are more mission capable, a majority of their commanders do not feel prepared to lead them. A brief history of flying squadron organization from 1947 to the present provides the requisite background to understand the problems and benefits of the objective squadron. Building on this background, a literature search, nine leadership forums, and an opinion survey form the core of the research effort. The literature search into leadership development motivated the formulation of a matrix of leadership traits and an applied leadership model to assess the research findings and recommendations. The leadership forums and opinion survey produced results in four key areas which validate the objective squadron paradox and related leadership development problems. To improve leadership development within the objective squadron, this paper makes seven recommendations which fall into individual and institutional categories.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 1996
- Accession Number
- ADA331575
Entities
People
- Carl Swanson
- David K. Gerber
- James D. Dodson
- Robert N. Melvin
- Walter W. Wanner
Organizations
- Air Command and Staff College