Leaders need to emphasize different behaviors as they advance through increasing levels of responsibility (Jacobs and Jaques, 1985). This same thesis can be applied to Air Force officers--different behaviors are needed as an officer progresses from company grade to field grade to general officer (Yukl and Van Fleet, 1986). The purpose of this investigation is to determine the critical leadership behaviors required by junior officers at the direct level of responsibility in the USAF, and to determine differences in effective behaviors across major career tracks. A sample of 647 Squadron Officer School captains, who were between their fourth and seventh years of commissioned service, were administered Yukl's Managerial Practices Survey (MPS). The modified MPS asked each subject to rate the importance of 11 managerial behaviors in relation to their current job. The behaviors included informing, consulting and delegating, planning and organizing, problem solving, clarifying roles and objectives, monitoring operations, motivating, recognizing and rewarding, supporting and mentoring, managing conflict and team building, and networking. The three most important behaviors identified were informing (M=4.4), problem solving (M=4.2), and planning and organizing (M=4.1). Least important was networking (M=3.4). Significant differences were also found between operations and support personnel. With these behaviors identified, senior officers should be better able to mentor and develop junior officers, and professional military education can be tailored to focus on those critical behaviors for effective leadership.
"synopsis" may belong to another edition of this title.
Seller: PBShop.store US, Wood Dale, IL, U.S.A.
PAP. Condition: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. Seller Inventory # L0-9781286861486
Seller: PBShop.store UK, Fairford, GLOS, United Kingdom
PAP. Condition: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. Seller Inventory # L0-9781286861486
Quantity: Over 20 available
Seller: Majestic Books, Hounslow, United Kingdom
Condition: New. Print on Demand pp. 70. Seller Inventory # 390043793
Quantity: 4 available
Seller: Ria Christie Collections, Uxbridge, United Kingdom
Condition: New. In. Seller Inventory # ria9781286861486_new
Quantity: Over 20 available
Seller: Books Puddle, New York, NY, U.S.A.
Condition: New. Print on Demand pp. 70. Seller Inventory # 26390604622
Seller: Biblios, Frankfurt am main, HESSE, Germany
Condition: New. PRINT ON DEMAND pp. 70. Seller Inventory # 18390604612
Seller: moluna, Greven, Germany
Condition: New. KlappentextrnrnLeaders need to emphasize different behaviors as they advance through increasing levels of responsibility (Jacobs and Jaques, 1985). This same thesis can be applied to Air Force officers--different behaviors are needed as an offic. Seller Inventory # 6548591
Quantity: Over 20 available
Seller: AHA-BUCH GmbH, Einbeck, Germany
Taschenbuch. Condition: Neu. Neuware - Leaders need to emphasize different behaviors as they advance through increasing levels of responsibility (Jacobs and Jaques, 1985). This same thesis can be applied to Air Force officers--different behaviors are needed as an officer progresses from company grade to field grade to general officer (Yukl and Van Fleet, 1986). The purpose of this investigation is to determine the critical leadership behaviors required by junior officers at the direct level of responsibility in the USAF, and to determine differences in effective behaviors across major career tracks. A sample of 647 Squadron Officer School captains, who were between their fourth and seventh years of commissioned service, were administered Yukl's Managerial Practices Survey (MPS). The modified MPS asked each subject to rate the importance of 11 managerial behaviors in relation to their current job. The behaviors included informing, consulting and delegating, planning and organizing, problem solving, clarifying roles and objectives, monitoring operations, motivating, recognizing and rewarding, supporting and mentoring, managing conflict and team building, and networking. The three most important behaviors identified were informing (M=4.4), problem solving (M=4.2), and planning and organizing (M=4.1). Least important was networking (M=3.4). Significant differences were also found between operations and support personnel. With these behaviors identified, senior officers should be better able to mentor and develop junior officers, and professional military education can be tailored to focus on those critical behaviors for effective leadership. Seller Inventory # 9781286861486