The Application of a Model of Adaptive Performance to Army Leader Behaviors
Abstract
The present research sought to better define the junior Army leader behaviors reflecting adaptive performance and offer recommendations for enhancing these adaptive capabilities. Pulakos and colleagues' (2000) eight-dimension model of adaptive performance was applied to leader behaviors performed in operational and training contexts. The present research also included White and colleagues' (2005) Leads an Adaptable Team dimension. Interview data from two different archival datasets were examined. Results showed that the majority of the incidents generated by leaders in operational contexts reflected two dimensions of the model: Deals with Uncertain and Unpredictable Work Situations and Handles Emergencies or Crisis Situations. Many of the remaining incidents tapped three other dimensions: Solves Problems Creatively, Learns Work Tasks, Technologies, and Procedures, and Handles Work Stress. For the trainers, the majority of the incidents tapped three dimensions of the model: Solves Problems Creatively, Leads an Adaptable Team, and Deals with Uncertain and Unpredictable Work Situations. For both research projects, the model sufficiently addressed the adaptive capabilities described in the critical incidents when it was modified to include specific military leadership behaviors. However, not all of the dimensions were represented in each sample. Differences in the adaptive capabilities between the two research projects are most likely due to the limitations of the training research project.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 01, 2007
- Accession Number
- ADA469726
Entities
People
- Adam W. Vaughan
- Gregory A. Goodwin
- Jennifer S. Tucker
- Katie M. Gunther
- Robert J. Pleban
Organizations
- U.S. Army Research Institute for the Behavioral and Social Sciences