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An empirical analysis of on-the-job ...

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An empirical analysis of on-the-job executive development in the United States Air Force.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	An empirical analysis of on-the-job executive development in the United States Air Force./
Author:	McGovern, Terry M.
Description:	219 p.
Notes:	Adviser: Mervyn Cadwallader.
Contained By:	Dissertation Abstracts International70-05A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3357442
ISBN:	9781109148459

An empirical analysis of on-the-job executive development in the United States Air Force.
McGovern, Terry M.

An empirical analysis of on-the-job executive development in the United States Air Force. - 219 p.

Adviser: Mervyn Cadwallader.

Thesis (D.M.)--University of Phoenix, 2009.

This longitudinal, non-experimental, quantitative, replicate study addresses the use of five on-the-job leader development techniques (coaching, counseling, job-rotation, understudy training, and encouragement of self-development) by current United States Air Force (USAF) supervisors and USAF officer perspective concerning the organization's approach to leader development. It also provides comparative analysis to previous studies by Able (1962) and Vitton (1982). The sample consisted of 118 officers in the rank of captain, major, lieutenant colonel, and colonel who were attending USAF schooling located at Maxwell Air Force Base in Montgomery, Alabama. The participants completed a 58-item questionnaire designed to determine the extent to which the officers were exposed to each of the five selected methods of leader development. The officers also provided their opinion on the USAF's current program of leader development. The results suggest that the majority of USAF officers do not routinely experience on-the-job development from their supervisors with the exception of counseling, which is a mandatory requirement for nearly all USAF supervisors. Concerning counseling however, the findings suggest that a sizable portion of USAF supervisors ignore USAF directives stipulating formal feedback be given at least once per year for all officers in the rank of lieutenant through colonel. Analysis also reveals that most USAF officers believe the USAF lacks an integrated, deliberate leader development program.

ISBN: 9781109148459Subjects--Topical Terms:

626628
Business Administration, Management.

An empirical analysis of on-the-job executive development in the United States Air Force.
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020 $a 9781109148459
035 $a (UMI)AAI3357442
035 $a AAI3357442
040 $a UMI $c UMI
100 1 $a McGovern, Terry M. $3 1026794
245 1 3 $a An empirical analysis of on-the-job executive development in the United States Air Force.
300 $a 219 p.
500 $a Adviser: Mervyn Cadwallader.
500 $a Source: Dissertation Abstracts International, Volume: 70-05, Section: A, page: 1713.
502 $a Thesis (D.M.)--University of Phoenix, 2009.
520 $a This longitudinal, non-experimental, quantitative, replicate study addresses the use of five on-the-job leader development techniques (coaching, counseling, job-rotation, understudy training, and encouragement of self-development) by current United States Air Force (USAF) supervisors and USAF officer perspective concerning the organization's approach to leader development. It also provides comparative analysis to previous studies by Able (1962) and Vitton (1982). The sample consisted of 118 officers in the rank of captain, major, lieutenant colonel, and colonel who were attending USAF schooling located at Maxwell Air Force Base in Montgomery, Alabama. The participants completed a 58-item questionnaire designed to determine the extent to which the officers were exposed to each of the five selected methods of leader development. The officers also provided their opinion on the USAF's current program of leader development. The results suggest that the majority of USAF officers do not routinely experience on-the-job development from their supervisors with the exception of counseling, which is a mandatory requirement for nearly all USAF supervisors. Concerning counseling however, the findings suggest that a sizable portion of USAF supervisors ignore USAF directives stipulating formal feedback be given at least once per year for all officers in the rank of lieutenant through colonel. Analysis also reveals that most USAF officers believe the USAF lacks an integrated, deliberate leader development program.
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650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Business. $3 1017515
650 4 $a Military Studies. $3 1017606
650 4 $a Political Science, Public Administration. $3 1017438
650 4 $a Psychology, Industrial. $3 520063
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710 2 $a University of Phoenix. $3 1018420
773 0 $t Dissertation Abstracts International $g 70-05A.
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790 1 0 $a Cadwallader, Mervyn, $e advisor
791 $a D.M.
792 $a 2009
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3357442