“Drive On”: The Relationship Between Psychological Variables and Effective Squad Leadership

The U.S. Reserve Officer Training Program (ROTC) conducts systematic assessments of cadets’ leadership abilities during field training exercises (FTX) to assess their leadership abilities. While cadets in ROTC programs learn specific tactical operation procedures to augment FTX performances, much less is known about the relationship between psychological variables and squad leadership performance. To this end, 220 cadets completed self-efficacy, psychological flexibility, and grit questionnaires, which were then compared to FTX performance scores. Results underscored that only self-efficacy was significantly related to cadets’ squad leadership ability. Furthermore, prior service in the U.S. Army had no effect on the performance score one attained, highlighting an interesting paradox. Therefore, while self-efficacy can be cultivated through prior experiences, it seems more prudent to educate ROTC cadets on how to apply psychological skills to bolster self-efficacy in preparation for upcoming challenging leadership experiences.     

Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training

The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets ( n  = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardy–commitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive-avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.     

魅力型领导与军事团队绩效：军政双主官的交互效应及士气的中介

我军广泛实行分工负责军事和政治工作的平级双领导体制,两名主官的相互作用可能产生额外影响效果。本研究在“连”这一双领导军事团队中,构建了一个以士气为中介的交互效应模型,考察连长和指导员的魅力型领导对连队绩效的影响。对350名军校士兵学员进行问卷调查,结果显示：（1）连长和指导员的魅力型领导对连队绩效具有交互效应。（2）士气在连长、指导员的魅力型领导与连队绩效之间均具有中介效应。（3）连长、指导员的魅力型领导对连队绩效的交互效应受到士气的中介。（4）双主官的交互效应为补偿式：与低魅力型领导搭档时,高魅力型领导的积极效果凸显,但两位高魅力型领导的协同效应不显著。     

Relationships between emotional intelligence,perceived and actual leadership effectiveness in the military context

Despite the importance of emotional intelligence and leadership effectiveness, few studies have been conducted in real-life contexts and few have distinguished between perceived and actual leadership effectiveness. This repeated-measures study involving 86 officer cadets from the Republic of Singapore Air Force investigated these relationships in a military context. Quantitative data were collected from two self-report questionnaires: the Wong and Law Emotional Intelligence Scale and the Perceived Leadership Effectiveness Scale. These two self-report tools were also administered to the participants’ peers to examine the agreement between self and other assessments of emotional intelligence. A behavior-based leadership assessment rubric completed by the participants’ supervisors was used to determine actual leadership performance. Significant positive relationships were found between emotional intelligence and both perceived and actual leadership effectiveness, as assessed by peers and supervisors, respectively. This study contributes to the understanding of emotional intelligence as a global construct and demonstrates that it is significantly associated with leadership effectiveness in a military training context. The findings have practical implications for using emotional intelligence to enhance leadership effectiveness.     

魅力型领导与军事团队绩效：军政双主官的交互效应及士气的中介

我军广泛实行分工负责军事和政治工作的平级双领导体制,两名主官的相互作用可能产生额外影响效果。本研究在“连”这一双领导军事团队中,构建了一个以士气为中介的交互效应模型,考察连长和指导员的魅力型领导对连队绩效的影响。对350名军校士兵学员进行问卷调查,结果显示：（1）连长和指导员的魅力型领导对连队绩效具有交互效应。（2）士气在连长、指导员的魅力型领导与连队绩效之间均具有中介效应。（3）连长、指导员的魅力型领导对连队绩效的交互效应受到士气的中介。（4）双主官的交互效应为补偿式：与低魅力型领导搭档时,高魅力型领导的积极效果凸显,但两位高魅力型领导的协同效应不显著。     

Self‐Engagement Magnifies the Relationship Between Qualitative Overload and Performance in a Training Setting1

The present study examined whether personal engagement in a leadership course would predict rated performance for the course, and whether qualitative overload would moderate the relationship. Participants were Army Reserve Officer Training Corps (ROTC) cadets participating in a 5‐week long leadership assessment course. Participants completed measures of qualitative overload (the extent to which they felt they lacked the skills and expertise required for effective performance) and the degree to which they were engaged in the course during the 4^th week. Results revealed that course engagement was a significant predictor of rated leadership performance, even after controlling for the personality variable of conscientiousness. Course engagement interacted with qualitative overload to predict rated performance, indicating that qualitative overload was a stronger predictor of rated performance for those cadets engaged in the course. Discussion of the results focuses on engagement as a predictor of performance, and how work‐related impediments matter more for engaged individuals.     

Leadership ratings for male and female military cadets

Ratings of leadership ability for 1096 male and 91 female cadets at the U.S. Military Academy (West Point) were examined for gender differences. Males were rated significantly higher than females for two of the three rating periods. Correlates of these ratings were examined in an effort to explore the meaning of such ratings for males and females. For both male and female cadets, situationally specific correlates of leadership ratings were identified. Physical ability and performance were most highly correlated with leadership ratings during summer training camp, while academic ability and performance were most highly correlated with these ratings during the academic year. These correlations were generally higher for females than for males. The value of such information to organizational newcomers and the means by which such information might be transmitted to them were discussed.     

Can I see the real me? Leadership ability and the better-than-average effect

Military organizations typically emphasize the importance of leadership. The quality of military leadership might be inhibited because individuals tend to overestimate their respective leadership abilities. We hypothesized that military professionals generally overestimate how well they lead compared to their peers (Hypothesis 1). We also hypothesized that an egocentric bias, where self-ratings are weighted more strongly than other-ratings, contributes to this better-than-average effect (Hypothesis 2). The results obtained across two studies supported both hypotheses. Most notably, 242 of 251 United States Air Force Academy cadets and 31 of 34 United States Air Force officers rated themselves as above average compared to their peers. The obtained results have important implications for understanding the better-than-average effect generally and leadership in military and nonmilitary organizations.     

Impact of Decision-Making Empowerment on Attributions of Leadership

Although empowerment often makes a team more effective, managers do not use this tool extensively. One explanation for this is that managers fear that individuals will draw negative conclusions about their leadership abilities if they use an inappropriate degree of decision-making empowerment (DME). The current research explored this hypothesis, using scenarios to manipulate DME, organizational setting, manager gender, and task outcome. Officer cadets (N?=?173) judged appropriateness of the manager's use of empowerment; degree of leadership shown; and willingness to work for the manager. Cadets saw high DME as significantly more appropriate than low, resulting in significantly higher leadership attributions and a greater willingness to work for the manager. Findings held regardless of context or gender. Task outcome also affected attributions.     

RAINFOREST EMPIRICISM AND QUASI'-RATIONALITY: TWO APPROACHES TO OBJECTIVE BIODATA

Two approaches to objective biodata, designed to achieve the interpretability and stability of rational approaches, yet minimize socially desirable responding, were explored. The first was a quasi-rational attempt to derive biodata analogs to an existing temperament measure, and then use them as rational scales. The second was a theory-based variant of criterion-referenced keying, termed rainforest empiricism. Both were utilized with two consecutive classes of U.S. Military Academy cadets ( n = 2,565) to predict leadership performance over four rating periods. The biodata analogs to the temperament measure added incremental validity over the Academy's current admissions package and had significantly smaller correlations with a social desirability scale than their equivalent temperament scales. Scales developed with the rainforest approach had higher incremental validities and lower social desirability. Both methods demonstrated satisfactory stability upon cross-validation, and provided complementary interpretability. Advantages to each approach, and the implications for their use, are discussed.     

Perceptions of Femininity in Leadership: Modern Trend or Classic Component?

Recently, leadership theorists have commonly suggested that leaders should demonstrate new, arguably feminine, leadership behaviors. This contrasts with traditional stereotypes of leadership as strictly masculine. However, leadership research has a long history of recognizing two categories of leadership behaviors, initiation of structure and consideration, which appear to reflect stereotypically masculine and feminine behaviors. In the current study, 24 undergraduate volunteers rated traits of purported leaders based solely upon their viewing of the leaders’ faces. These faces were visually impoverished so that the raters had to rely on implicit personality theories of leaders to guide their ratings. The results demonstrate that participants’ ratings of purported leaders’ masculinity and femininity indeed correlate very closely with their ratings of initiation of structure and consideration respectively.     

Attitudes of male and female cadets toward military sex integration

Two studies examine the attitudes of male and female Army ROTC cadets toward the movement of women into nontraditional and leadership positions in the military. As expected, female cadets reacted more favorably toward women than did male cadets. The time spent in sexually integrated school year ROTC units did not appear to influence opinions, while experience of the integrated summer training camp produced more negative attitudes on the part of men. The results suggest that the ROTC socialization process is ineffective in overcoming traditional sex-role biases against women in the military and that alternative structural changes may be needed to facilitate sexual integration.     

Self-Esteem and Reactions to Ego threat: A (Battle)Field Investigation

Although high self-esteem has historically been associated with superior performance and goal setting, some evidence suggests that individuals with high self-esteem are prone to maladaptive reactions to ego threat (Baumeister, Heatherton, & Tice, 1993). In a military training situation, we tested the hypothesis that high self-esteem individuals would overreact to ego threats and predispose themselves to failure. Cadets were given false feedback from a leadership test and subsequently attempted grenade tosses in which they selected the distance they would try. Consistent with expectations, an interaction appeared between self-esteem and ego threat such that high self-esteem cadets who received ego-threatening feedback selected more difficult targets than low self-esteem cadets, leading to marginally reduced accuracy. When not receiving an ego threat, results suggested relatively equal performance by high and low self-esteem cadets.     

Perceived cadre behavior,basic psychological need satisfaction,and motivation of US Army ROTC cadets: A self-determination theory perspective

ABSTRACT

Since its inception in 1916 the Reserve Officers’ Training Corps (ROTC) has trained and commissioned more than half a million individuals and, therefore, produced more officers for the United States (US) Army than any other commissioning source (US Army, 2020a US Army . (2020a). Army ROTC. Retrieved from https://www.goarmy.com/rotc/legacy-and-value.html  [Google Scholar]). However, there have been high attrition rates among cadets. While the reasons for people’s engagement in the military are complex and include a multitude of tangible and intangible factors, motivation has been found to be a vital contributor to individuals’ ongoing service in the armed forces. Accordingly, utilizing the framework of self-determination theory, the current research was designed to: (a) examine the validity and reliability of existing instruments in measuring cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation, (b) assess cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation, and (c) explore potential differences in cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation based on their class in the program, age, gender, and race. A total of 728 US Army ROTC cadets participated in this survey-based study. Overall, individuals reported relatively high levels of involvement from their cadre, need fulfillment, and self-determined motivation. In contrast, they perceived limited autonomy support from their cadre. In sum, further research appears warranted to gain an in-depth understanding of cadets’ motivation.     

A vignette study of novices' interviewing skills of asylum seekers

The aim of the current research was to replicate Van Veldhuizen, Horselenberg, Landstrom, et al.’s (2017) vignette study among novice Estonian police cadets to map their interviewing skills. Sixty-one police cadets from the Estonian Academy of Security Sciences were asked to respond to one of four vignettes that contained fictitious asylum narratives. Two of the vignettes contained no evidence for the origin of the asylum seeker, and the other two contained no evidence for the claim of persecution. The cadets were asked to formulate five questions that would help them to assess the credibility of the applicant's claim. We coded the style, type, and content of the questions. Our analyses showed that, in line with best practice, the cadets mainly formulated open questions in an information-gathering style. A thematic analysis revealed that when a claim about origin was assessed, cadets typically formulated questions about life in the country of origin, identity documents, and the flight to Europe. When assessing a persecution claim, in contrast, they mostly formulated case-specific questions.     

Positive Leader Behaviors and Workplace Incivility: the Mediating Role of Perceived Norms for Respect

Scholars have called for research on the antecedents of mistreatment in organizations such as workplace incivility, as well as the theoretical mechanisms that explain their linkage. To address this call, the present study draws upon social information processing and social cognitive theories to investigate the relationship between positive leader behaviors—those associated with charismatic leadership and ethical leadership—and workers’ experiences of workplace incivility through their perceptions of norms for respect. Relationships were separately examined in two field studies using multi-source data (employees and coworkers in study 1, employees and supervisors in study 2). Results suggest that charismatic leadership (study 1) and ethical leadership (study 2) are negatively related to employee experiences of workplace incivility through employee perceptions of norms for respect. Norms for respect appear to operate as a mediating mechanism through which positive forms of leadership may negatively relate to workplace incivility. The paper concludes with a discussion of implications for organizations regarding leader behaviors that foster norms for respect and curb uncivil behaviors at work.     

The Developmental Leadership Questionnaire (DLQ): some psychometric properties

The development leadership model (Larsson et al., 2003), designed to introduce refinements to the transformational leadership model, has been adopted for use in the Swedish Armed Forces. The Developmental Leadership Questionnaire (DLQ) was constructed to measure important parts of the model. The main aim of the study was to evaluate some psychometric properties of the DLQ. Most analyses are based on two subsets of individuals from a sample mostly consisting of male Swedish, military officers, each of whom has rated a given leader (n = 450 and 449 respectively). A second sample consisted of Swedish military cadets (n = 141). The dimensionality was assessed with a confirmatory factor analysis. Most DLQ scales were reasonably well reproduced and showed high or acceptable internal consistency. When related to perceived results of leadership (self-rated by leaders and rated by subordinates), results from multiple regression analyses supported what could be predicted by the theoretical model. It was concluded that the DLQ has acceptable psychometric properties and that the theoretical refinements introduced to the developmental leadership model were empirically supported.     

Hurry up! The role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being

This study examines the connections among supervisors’ time urgency, their leadership behavior, and subordinate outcomes. Integrating cognitive perspectives on time urgency with contemporary thinking on the psychological experience of status, we reason that supervisors’ time‐urgent personality relates positively with their autocratic leadership behavior, and we cast supervisors’ self‐perceived status as a moderator of this linkage. Moreover, we enrich this leader‐centric perspective with a complementary, more follower‐centric view, recognizing that the consequences of supervisors’ time urgency likely extend beyond their own behavior to indirectly affect their subordinates’ well‐being at work. We tested our hypotheses using a field sample of 60 supervisors and 277 of their subordinates. Results indicate that (a) supervisors with higher time urgency are more likely to exhibit autocratic leadership behavior when they also perceive themselves as having relatively high status among subordinates, but not when perceiving lower status, and (b) supervisors’ time urgency exhibits a conditional indirect effect (via autocratic leadership) on subordinates’ work stress and time pressure experiences. Hence, this study illustrates an important boundary condition for the consequences of supervisors’ time urgency, and it demonstrates that this personality characteristic not only shapes supervisors’ leadership behavior but also affects the subordinates they are charged with leading.     

A Test of Subordinates' Achievement and Affiliation Needs as Moderators of Leader Path-Goal Relationships

The path-goal theory of leadership proposes that situational and subordinates' characteristics moderate the effectiveness of various leader behaviors. A great deal of research has been devoted to the examination of situational moderators. This study tested the moderating influences of subordinates' needs for achievement and affiliation on the relationships between instrumental and supportive leadership and subordinates' satisfaction. Using a sample of 298 Army and Navy Reserve Officer Training Corps (ROTC) cadets, need for achievement, but not need for affiliation, was found to moderate the influences of both leader behaviors on subordinate satisfaction. Individuals with high need for achievement were demonstrated to prefer instrumental leadership, whereas individuals' with low need for achievement preferred supportive leader behaviors. Implications of these results, and the need for future research concerning the moderating properties of subordinates' characteristics on path-goal relationships, are discussed.     

Formal Mentoring in Military Academies

We examined the relationship between mentoring functions and protégé outcomes in formal mentoring relationships in military academies. A total of 424 (listed as 424 under Method) freshmen and 659 senior cadets from six different military academies participated in the survey. Results of hierarchical multiple regression analyses suggest that career mentoring was positively related to mentor satisfaction and participants' provision of career mentoring to their protégés. Surprisingly, career mentoring was negatively related to freshmen's commitment to a military career. We found that psychosocial mentoring was positively related to mentor satisfaction and participants' commitment to a military career, leadership competency, and provision of psychosocial mentoring to their protégés. Furthermore, psychological mentoring was negatively related to stress. We discuss these findings and their implications for mentoring research and practices in the military.