Leadership in Fighter Squadrons: Does the USAF Properly Prepare Commanders
Abstract
In the USAF, the average fighter pilot never supervises enlisted personnel in his first twelve to fifteen years of service. His first direct supervisory role may occur when he becomes an operations officer or, even worse, a squadron commander. Prior to the 1991 objective wing reorganization, when a fighter squadron commander led 30 officers and a handful of enlisted, such a late introduction to supervision of enlisted may have had little deleterious effect. However, since the current fighter commander leads an organization of 250-300 personnel, he or she must be ready to lead and create unit cohesion from day one. Unfortunately, current fighter career paths provide few opportunities to learn or practice that type of team-building and leadership. This research asks, therefore, how rated commanders learn the skills necessary for squadron command. Using a pilot study, interviews, and previously conducted survey research, the project examines the perceptions of recent fighter squadron commanders and senior non-commissioned officers to determine if the Air Force properly prepares rated officers for command. Are commanders trained in the current system successfully building cohesive teams? Further exploring the issue by comparing USAF squadron structure with that of the Marine Corps and Navy, the paper describes how future commanders might be better prepared for leadership roles, and offers practical suggestions to promote leadership development among junior and mid-level fliers.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 1998
- Accession Number
- ADA398319
Entities
People
- Howard D. Belote
Organizations
- Air Command and Staff College