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This study analyzed the relationship between the endorsement of values judged to characterize the army organizational environment and the preferences expressed for leadership and power options by officers in supervisory settings. The subjects were 99 active army majors and lieutenant colonels in a resident Command and General Staff College (CGSC) class at Fort Leavenworth, Kansas. Operational definitions of leadership and power are derived from the literature that limit leadership to actions designed to gain the willing cooperation of one’s subordinates and power, conversely, to actions that can force the subordinates’ compliance in spite of their opposition. The organizational environment is defined in terms of four variables: structure, authority, regulations, and leadership training. Each is demonstrated to have a potentially negative impact on the use and development of leadership. A questionnaire was then developed that assessed one’s preference for leadership or power on one part, and one’s endorsement of organizational values on another. The organizational values consisted of a series of statements descriptive of the army environment that the respondent was required to rank on six item Likert scales ranging from definitely bad to definitely good. Leadership and power preferences were assessed with multiple choice responses to descriptions of supervisory problems calling for action. It was hypothesized that a negative relationship existed between one’s preference for leadership actions and one’s endorsement of these organizational values (referred to as institutional socialization). Additional relationships based on career field, source of commission, command experience, length of commissioned service, and age were explored. The only significant finding (a=.001) was an overall correlation of -.44 between the leadership and institutional socialization scores as hypothesized.This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work.This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
