Longitudinal Study of the Social Network Influences on the Leadership and Professional Military Development of Cadets at the U.S. Air Force Academy.
Abstract
This study investigated the influence of social networks on the leadership and professional military development of cadets at the United States Air Force Academy. Using a longitudinal design over an academic year (August 1997 to May 1998), the study examined the differences in the composition of cadet social groups and their influence on leadership development in two cadet squadrons. Cadet peer groups, identified using Social Cognitive Map procedures (Cairns, Gariepy, & Kinderman, 1990), were influential and stable components of the cadet squadron social ecology. Cadets nominated as "being a good leader" by their peers were not necessarily the same cadets holding positions of formal leadership. These "informal leaders" performed better on academic and military performance measures than other cadets in the squadron, were more respected than other cadets in the squadron, and were more central in the squadron social network. An exploratory measurement model of leadership suggested that leadership is best measured by both the formal position one holds, as well as, ratings of leadership effectiveness and respect obtained from other cadets in the squadron. Cadets who had high ratings of hostile aggression were less likely to receive peer nominations for being one of the "most respected cadets" in the squadron and less likely to be considered a leader in the squadron. These findings suggest that cadet social groups provide a rich context for leadership training and have the potential to influence leadership development trajectories. Suggestions are provided to aid in applying these findings.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jul 28, 1999
- Accession Number
- ADA366345
Entities
People
- Gary A. Packard Jr
Organizations
- Air Force Institute of Technology