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107-441: Hauptmann ( German: [ˈhaʊ̯pman] ) is an officer rank in the armies of Germany , Austria , and Switzerland . It is usually translated as captain . While Haupt in contemporary German means 'main', it also has, and originally had, the meaning of 'head', i.e. Hauptmann literally translates to 'head-man', which is also the etymological root of captain (from Latin caput , 'head'). This rank

214-457: A Divine plan . Compare this with servant leadership . For a more general view on leadership in politics , compare the concept of the statesperson . Anecdotal and incidental observations aside, the serious discipline of theorising leadership began in the 19th century. The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from Plato 's Republic to Plutarch's Lives have explored

321-557: A 30-week Initial Navy Training (Officer) (INT(O))course at Britannia Royal Naval College . This comprises 15 weeks militarisation training, followed by 15 weeks professional training, before the candidate commences marinisation. Royal Air Force (RAF) DE officer candidates must complete a 24-week Modular Initial Officer Training Course (MIOTC) at RAF College Cranwell . This course is split into four 6-week modules covering: militarisation, leadership, management and assessment respectively. Royal Marines officers receive their training in

428-666: A 44-week course at the Royal Military Academy Sandhurst . The course comprises three 14 weeks terms, focussing on militarisation, leadership and exercises respectively. Army Reserve officers will attend the Army Reserve Commissioning Course, which consists of four two-week modules (A-D). The first two modules may be undertaken over a year for each module at an Officers' Training Corps ; the last two must be undertaken at Sandhurst. Royal Navy officer candidates must complete

535-516: A bachelor's degree and are exclusively selected from experienced mid- to senior-level enlisted ranks (e.g., E-5 with eight years' time in service for the Marine Corps, E-7 and above for Navy and Coast Guard). The rank of warrant officer (WO1, also known as W-1) is an appointed rank by warrant from the respective branch secretary until promotion to chief warrant officer (CWO2, also known as W-2) by presidential commission, and holders are entitled to

642-451: A bachelor's degree prior to commissioning. The U.S Public Health Service Commissioned Corps and NOAA Corps have no warrant officers or enlisted personnel, and all personnel must enter those services via commissioning. Direct commission is another route to becoming a commissioned officer. Credentialed civilian professionals such as scientists, pharmacists, physicians, nurses, clergy, and attorneys are directly commissioned upon entry into

749-409: A business setting. Assume praise is a positive reinforcer for a particular employee. This employee does not show up to work on time every day. The manager decides to praise the employee for showing up on time every day the employee actually shows up to work on time. As a result, the employee comes to work on time more often because the employee likes to be praised. In this example, praise (the stimulus)

856-592: A commission; but these are only taken from the highest ranks of SNCOs ( warrant officers and equivalents). This route typically involves reduced training requirements in recognition of existing experience. Some examples of this scheme are the RAF's Commissioned Warrant Officer (CWO) course or the Royal Navy's Warrant Officers Commissioning Programme. In the British Army , commissioning for DE officers occurs after

963-627: A drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that people who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait—situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of

1070-419: A fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between

1177-539: A four-year bachelor's degree from an accredited four-year institution within a defined time. College-graduate candidates (initial or prior-service) may also be commissioned in the U.S. uniformed services via an officer candidate school, officer training school, or other programs: A smaller number of Marine Corps officers may be commissioned via the Marine Corps Platoon Leaders Class (PLC) program during summers while attending college. PLC

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1284-403: A group vision. The transactional leader is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to

1391-530: A higher active duty or reserve enlisted grade in any of the U.S. armed forces) for the duration of their 14-week program. Upon graduation, they were commissioned as ensigns in the then- U.S. Naval Reserve on active duty, with the option to augment their commissions to the Regular Navy after four to six years of commissioned service. The AOCS also included the embedded Aviation Reserve Officer Candidate (AVROC) and Naval Aviation Cadet (NAVCAD) programs. AVROC

1498-658: A leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work. Various leadership behaviors facilitate these functions. In initial work identifying leader behavior, Fleishman observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as consideration and initiating structure . Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for

1605-680: A lower proportion of officers, but a higher total number of officers, while navies and air forces have higher proportions of officers, especially since military aircraft are flown by officers and naval ships and submarines are commanded by officers. For example, 13.9% of British Army personnel and 22.2% of the RAF personnel were officers in 2013, but the British Army had a larger total number of officers. Commissioned officers generally receive training as generalists in leadership and in management , in addition to training relating to their specific military occupational specialty or function in

1712-517: A new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership . Integrated psychological theory began to attract attention after the publication of James Scouller's Three Levels of Leadership model (2011). Scouller argued that older theories offered only limited assistance in developing

1819-404: A new model of the human psyche and outlined the principles and techniques of self-mastery, which include the practice of mindfulness meditation . Bernard Bass and colleagues developed the idea of two different types of leadership: transactional which involves exchange of labor for rewards, and transformational which is based on concern for employees, intellectual stimulation, and providing

1926-552: A new paradigm with which to characterize elected politicians and job-granting employers—thus the development and theorizing of the idea of "leadership". The functional relationship between leaders and followers may remain, but acceptable (perhaps euphemistic) terminology has changed. Starting in the 19th century, the elaboration of anarchist thought called the whole concept of leadership into question. One response to this denial of élitism came with Leninism — Lenin (1870–1924) demanded an élite group of disciplined cadres to act as

2033-421: A normative decision model in which leadership styles were connected to situational variables, defining which approach was more suitable to which situation. This approach supported the idea that a manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership

2140-502: A part of their training programmes. In the United Kingdom, there are three routes of entry for British Armed Forces officers. The first, and primary route are those who receive their commission directly into the officer grades following completion at their relevant military academy. This is known as a Direct Entry (DE) officer scheme. In the second method, individuals may gain a commission after first enlisting and serving in

2247-484: A person can enlist the aid and support of others in the accomplishment of a common and ethical task ". In other words, leadership is an influential power -relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). Some have challenged the more traditional managerial views of leadership (which portray leadership as something possessed or owned by one individual due to their role or authority ), and instead advocate

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2354-724: A person's ability to lead effectively. He pointed out, for example, that: Scouller's model aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders. The three levels in his model are public, private, and personal leadership: Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers, and dissolving one's limiting beliefs and habits. This enables behavioral flexibility as circumstances change, while staying connected to one's core values (that is, while remaining authentic). To support leaders' development, he introduced

2461-481: A post- Vietnam reduction in force (RIF) that reduced the number of flight training slots for AFROTC graduates by approximately 75% in order to retain flight-training slots for USAFA cadets and graduates during the same time period. Many of these individuals, at the time all male, declined or resigned their inactive USAF commissions and also attended AOCS for follow-on naval flight-training. AOCs were active-duty personnel in pay grade E-5 (unless having previously held

2568-626: A prerequisite for such. In the past (and in some countries today but to a lesser extent), non-commissioned members were almost exclusively conscripts , whereas officers were volunteers. In certain Commonwealth nations, commissioned officers are made commissioners of oaths by virtue of their office and can thus administer oaths or take affidavits or declarations , limited in certain cases by rank or by appointment, and generally limited to activities or personnel related to their employment. In some branches of many armed forces, there exists

2675-512: A replacement air group (RAG)/fleet replacement squadron (FRS) and then to operational Fleet Marine Force (FMF) squadrons. Like their NAVCAD graduate counterparts, officers commissioned via MarCad had the option to augment to the Regular Marine Corps following four to six years of commissioned service. The MarCad program closed to new applicants in 1967 and the last trainee graduated in 1968. Another discontinued commissioning program

2782-492: A study which investigated observable behaviors portrayed by effective leaders. They identified particular behaviors that were reflective of leadership effectiveness. They narrowed their findings to two dimensions. The first dimension, "initiating structure", described how a leader clearly and accurately communicates with the followers, defines goals, and determines how tasks are performed. These are considered "task oriented" behaviors. The second dimension, "consideration", indicates

2889-509: A subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards. The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing

2996-617: A third grade of officer known as a warrant officer. In the armed forces of the United States, warrant officers are initially appointed by the Secretary of the service and then commissioned by the President of the United States upon promotion to chief warrant officer. In many other countries (as in the armed forces of the Commonwealth nations), warrant officers often fill the role of very senior non-commissioned officers. Their position

3103-453: A variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses , in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed

3210-408: Is a person who holds a position of authority as a member of an armed force or uniformed service . Broadly speaking, "officer" means a commissioned officer, a non-commissioned officer (NCO), or a warrant officer . However, absent contextual qualification, the term typically refers only to a force's commissioned officers , the more senior members who derive their authority from a commission from

3317-465: Is a positive reinforcer for this employee because the employee arrives at work on time (the behavior) more frequently after being praised for showing up to work on time. Positive reinforcement is a successful technique used by leaders to motivate and attain desired behaviors from subordinates. Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have all used reinforcement to increase productivity. Empirical research covering

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3424-620: Is a sub-element of Marine Corps OCS and college and university students enrolled in PLC undergo military training at Marine Corps Officer Candidate School in two segments: the first of six weeks between their sophomore and junior year and the second of seven weeks between their junior and senior year. There is no routine military training during the academic year for PLC students as is the case for ROTC cadets and midshipmen, but PLC students are routinely visited and their physical fitness periodically tested by Marine Corps officer-selection officers (OSOs) from

3531-476: Is affirmed by warrant from the bureaucracy directing the force—for example, the position of regimental sergeant major in regiments of the British Army is held by a warrant officer appointed by the British government . In the U.S. military, a warrant officer is a technically-focused subject matter expert, such as helicopter pilot or information technology specialist. Until 2024, there were no warrant officers in

3638-550: Is an officer with a higher rank than another officer, who is a subordinate officer relative to the superior. NCOs, including U.S. Navy and U.S. Coast Guard petty officers and chief petty officers, in positions of authority can be said to have control or charge rather than command per se (although the word "command" is often used unofficially to describe any use of authority). These enlisted naval personnel with authority are officially referred to as 'officers-in-charge" rather than as "commanding officers". Commissioned officers in

3745-617: Is cognate with the Swedish hövitsman , which also has the root meaning 'head-man' or 'the man at the head', and is closely related to hövding , meaning ' chieftain '. Since medieval times, both titles have been used for state administrators rather than military personnel. Heubtmann may also be the origin of the title hetman , used in Central and Eastern Europe. On the shoulder straps (Heer, Luftwaffe) there are three silver pips (stars). Officer (armed forces) An officer

3852-501: Is equivalent to the rank of captain in the British and US Armies , and is rated OF-2 in NATO . Currently, there is no female form within the German military (such as Hauptfrau ): the correct form of address is " Frau Hauptmann ." More generally, a Hauptmann can be the head of any hierarchically structured group of people, often as a compound word. For example, a Feuerwehrhauptmann

3959-511: Is imperative to consider employee emotional responses to organizational leaders. Emotional intelligence—the ability to understand and manage moods and emotions in the self and others—contributes to effective leadership within organizations. The neo-emergent leadership theory (from the Oxford Strategic Leadership Programme ) sees leadership as an impression formed through the communication of information by

4066-541: Is the captain of a fire brigade, while Räuberhauptmann refers to the leader of a gang of robbers. Official Austrian and German titles incorporating the word include Landeshauptmann , Bezirkshauptmann , Burghauptmann , and Berghauptmann . In Saxony during the Weimar Republic , the titles of Kreishauptmann , and Amtshauptmann were held by senior civil servants. Hauptmann (from Early Modern High German Heubtmann )

4173-412: Is to serve as supervisors within their area of trade specialty. Senior NCOs serve as advisers and leaders from the duty section level to the highest levels of the armed forces establishment, while lower NCO grades are not yet considered management specialists. The duties of an NCO can vary greatly in scope, so that an NCO in one country may hold almost no authority, while others such as the United States and

4280-466: The Fiedler contingency model , the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a contingency theory , as it depends on the circumstances, and as a transactional leadership theory , as the theory emphasizes the reciprocity behavior between the leader and

4387-565: The Napoleonic marshals profiting from careers open to talent . In the autocratic / paternalistic strain of thought, traditionalists recall the role of leadership of the Roman pater familias . Feminist thinking, on the other hand, may object to such models as patriarchal and posit against them "emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies ". Comparable to

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4494-612: The New Zealand Defence Force , are different in not requiring a university degree for commissioning, although a significant number of officers in these countries are graduates. In the Israel Defense Forces, a university degree is a requirement for an officer to advance to the rank of lieutenant colonel and beyond. The IDF often sponsors the studies for its officers in the rank major , while aircrew and naval officers obtain academic degrees as

4601-550: The U.S. Air Force and the U.S. Space Force continues to have no warrant officers; the last of the previous cohort of USAF warrant officers retired in the 1980s and the ranks became dormant until the program was resurrected in 2024. The USSF has not established any warrant officer ranks. All other U.S. Armed Forces have warrant officers, with warrant accession programs unique to each individual service's needs. Although Warrant Officers normally have more years in service than commissioned officers, they are below commissioned officers in

4708-699: The United States Armed Forces , enlisted military personnel without a four-year university degree at the bachelor's level can, under certain circumstances, also be commissioned in the Navy, Marine Corps and Coast Guard limited duty officer (LDO) program. Officers in this category constitute less than 2% of all officers in those services. Another category in the Army, Navy, Marine Corps and Coast Guard are warrant officers / chief warrant officers (WO/CWO). These are specialist officers who do not require

4815-580: The University of Oxford ) that further developed such characteristics. International networks of such leaders could help to promote international understanding and help "render war impossible". This vision of leadership underlay the creation of the Rhodes Scholarships , which have helped to shape notions of leadership since their creation in 1903. In the late 1940s and early 1950s, a series of qualitative reviews prompted researchers to take

4922-504: The Virginia Military Institute . The Coast Guard has no ROTC program, but does have a Direct Commission Selected School Program for military colleges such as The Citadel and VMI . Army ROTC graduates of the United States' four junior military colleges can also be commissioned in the U.S. Army with only a two-year associate degree through its Early Commissioning Program , conditioned on subsequently completing

5029-602: The head of state . The proportion of officers varies greatly. Commissioned officers typically make up between an eighth and a fifth of modern armed forces personnel. In 2013, officers were the senior 17% of the British armed forces, and the senior 13.7% of the French armed forces. In 2012, officers made up about 18% of the German armed forces, and about 17.2% of the United States armed forces. Historically armed forces have generally had much lower proportions of officers. During

5136-584: The sovereign or the governor general acting on the monarch's behalf. Upon receipt, this is an official legal document that binds the mentioned officer to the commitment stated on the scroll. Non-commissioned members rise from the lowest ranks in most nations. Education standards for non-commissioned members are typically lower than for officers (with the exception of specialized military and highly-technical trades; such as aircraft, weapons or electronics engineers). Enlisted members only receive leadership training after promotion to positions of responsibility, or as

5243-489: The vanguard of a socialist revolution, which was to bring into existence the dictatorship of the proletariat . Other historical views of leadership have addressed the seeming contrasts between secular and religious leadership. The doctrines of Caesaro-papism have recurred and had their detractors over several centuries. Christian thinking on leadership has often emphasized stewardship of divinely-provided resources—human and material—and their deployment in accordance with

5350-471: The 19th century, the concept of leadership had less relevance than today—society expected and obtained traditional deference and obedience to lords, kings, master-craftsmen, and slave-masters. The Oxford English Dictionary traces the word "leadership" in English only as far back as 1821, when the term referred to the position or office of a designated leader. The abstract notion of "leadership" as embodying

5457-532: The AOCS program were primarily non-prior military service college graduates, augmented by a smaller cohort of college-educated active duty, reserve or former enlisted personnel. In the late 1970s, a number of Air Force ROTC cadets and graduates originally slated for undergraduate pilot training (UPT) or undergraduate navigator training (UNT) lost their flight training slots either immediately prior to or subsequent to graduation, but prior to going on active duty, due to

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5564-722: The Command Wing of the Commando Training Centre Royal Marines during a 15-month course. The courses consist not only of tactical and combat training, but also of leadership, management, etiquette, and international-affairs training. Until the Cardwell Reforms of 1871, commissions in the British Army were purchased by officers. The Royal Navy, however, operated on a more meritocratic, or at least socially mobile, basis. Commissioned officers exist in all eight uniformed services of

5671-519: The Fiedler contingency model, the Vroom-Yetton decision model, and the path-goal theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency . This results from the interaction of leadership style and situational favorability (later called situational control ). The theory defines two types of leader: those who tend to accomplish

5778-552: The First World War, fewer than 5% of British soldiers were officers (partly because World War One junior officers suffered high casualty rates). In the early 20th century, the Spanish army had the highest proportion of officers of any European army, at 12.5%, which was at that time considered unreasonably high by many Spanish and foreign observers. Within a nation's armed forces, armies (which are usually larger) tend to have

5885-448: The Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety. Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline... Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on

5992-528: The School of Infantry, before entering naval flight-training. MarCads would then complete their entire flight-training syllabus as cadets. Graduates were designated Naval Aviators and commissioned as 2nd Lieutenants on active duty in the Marine Corps Reserve. They would then report to The Basic School (TBS) for newly commissioned USMC officers at Marine Corps Base Quantico prior to reporting to

6099-571: The U.S. Air Force Reserve on the same day. Aviation cadets were later offered the opportunity to apply for a commission in the regular Air Force and to attend a college or university to complete a four-year degree. As the Air Force's AFROTC and OTS programs began to grow, and with the Air Force's desire for a 100% college-graduate officer corps, the aviation cadet program was slowly phased out. The last aviation cadet pilot graduated in October 1961 and

6206-570: The U.S. Armed Forces may also be commissioned through the Reserve Officers' Training Corps (ROTC). The ROTC is composed of small training programs at several hundred American colleges and universities. There is no Marine Corps ROTC program per se , but there exists a Marine Corps option for selected midshipmen in the Naval ROTC programs at civilian colleges and universities or at non-Federal military colleges such as The Citadel and

6313-700: The U.S. Marine Corps. In addition to the ROTC, Army National Guard (ARNG) officers may also be commissioned through state-based officer-candidate schools. These schools train and commission college graduates, prior-servicemembers, and enlisted guard soldiers specifically for the National Guard. Air National Guard officers without prior active duty commissioned service attend the same active-duty OTS at Maxwell AFB , Alabama, as do prospective active duty USAF officers and prospective direct entry Air Force Reserve officers not commissioned via USAFA or AFROTC . In

6420-519: The U.S. Navy, primarily Naval Aviators, via interservice transfer. During the U.S. participation in World War II (1941–1945), civilians with expertise in industrial management also received direct commissions to stand up materiel production for the U.S. armed forces. Although significantly represented in the retired senior commissioned officer ranks of the U.S. Navy, a much smaller cohort of current active-duty and active-reserve officers (all of

6527-584: The United Kingdom consider their NCOs to be "the backbone of the military" due to carrying out the orders of those officers appointed over them. Leadership "Leadership" is a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting Eastern and Western approaches to leadership, and also (within the West) North American versus European approaches. Some U.S. academic environments define leadership as "a process of social influence in which

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6634-907: The United States . All six armed forces of the United States have both commissioned officer and non-commissioned officer (NCO) ranks, and all of them (except the United States Air Force and United States Space Force ) have warrant-officer ranks. The two noncombatant uniformed services, the United States Public Health Service Commissioned Corps and the National Oceanic and Atmospheric Administration Commissioned Officer Corps (NOAA Corps), have only commissioned officers, with no warrant-officer or enlisted personnel. Commissioned officers are considered commanding officers under presidential authority. A superior officer

6741-515: The armed forces of the United States come from a variety of accessions sources: Graduates of the United States service academies attend their institutions for no less than four years and, with the exception of the USMMA, are granted active-duty regular commissions immediately upon completion of their training. They make up approximately 20% of the U.S. armed forces officer corps. Officers in

6848-492: The complex nature of leadership which is found at all levels of institutions, both within formal and informal roles. Studies of leadership have produced theories involving (for example) traits , situational interaction, function, behavior , power , vision , values , charisma , and intelligence , among others. The Chinese doctrine of the Mandate of Heaven postulated the need for rulers to govern justly, and

6955-482: The democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems. Theorists defined the style of leadership as contingent to the situation; this is sometimes called contingency theory . Three contingency leadership theories are

7062-406: The desired level, and reward effectiveness when expected outcome is reached. Leader–member exchange (LMX) theory addresses a specific aspect of the leadership process, which evolved from an earlier theory called the vertical dyad linkage model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as

7169-500: The early criticisms of the trait approach, theorists began to research leadership as a set of behaviors by evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles. David McClelland , for example, posited that leadership requires a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential. Kurt Lewin , Ronald Lipitt, and Ralph White developed in 1939

7276-817: The entire AOCS program but would not be commissioned until completion of flight training and receiving their wings. After their initial operational tour, they could be assigned to a college or university full-time for no more than two years in order to complete their bachelor's degree. AVROC and NAVCAD were discontinued when AOCS was merged into OCS in the mid-1990s. Similar to NAVCAD was the Marine Aviation Cadet (MarCad) program, created in July 1959 to access enlisted Marines and civilians with at least two years of college. Many, but not all, MarCads attended enlisted "boot camp" at Marine Corps Recruit Depot Parris Island or Marine Corps Recruit Depot San Diego , as well as

7383-647: The establishment of the U.S. Air Force as an independent service in September 1947, it then became a source for USAF pilots and navigators. Cadets had to be between the ages of 19 and 25 and to possess either at least two years of college/university-level education or three years of a scientific or technical education. In its final iteration, cadets received the pay of enlisted pay grade E-5 and were required to complete all pre-commissioning training and flight training before receiving their wings as pilots or navigators and their commissions as 2nd lieutenants on active duty in

7490-543: The follower responds well, the leader rewards him/her with extra coaching, favorable job assignments, and developmental experiences. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Research shows the in-group members usually receive higher performance evaluations from the leader, higher satisfaction, and faster promotions than out-group members. In-group members are also likely to build stronger bonds with their leaders by sharing

7597-411: The followers to participate in group decision making and encouraged subordinate input. This entails avoiding controlling types of leadership and allows more personal interactions between leaders and their subordinates. The managerial grid model is also based on a behavioral theory. The model was developed by Robert Blake and Jane Mouton in 1964. It suggests five different leadership styles, based on

7704-643: The followers. Functional leadership theory addresses specific leader behaviors that contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion. While functional leadership theory has most often been applied to team leadership, it has also been effectively applied to broader organizational leadership as well. In summarizing literature on functional leadership, researchers observed five broad functions

7811-473: The following: While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks. Specifically, Stephen Zaccaro noted that trait theories still: Considering the criticisms of the trait theory outlined above, several researchers adopted a different perspective of leader individual differences—the leader-attribute-pattern approach. In contrast to

7918-451: The junior ranks, and typically reaching one of the senior non-commissioned officer ranks (which start at sergeant (Sgt), and above), as what are known as Service Entry (SE) officers (and are typically and informally known as "ex-rankers"). Service personnel who complete this process at or above the age of 30 are known as Late Entry (LE) officers. The third route is similar to the second, in that candidates convert from an enlisted rank to

8025-493: The last 20 years suggests that applying reinforcement theory leads to a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs. Situational theory is another reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx ) said that

8132-608: The last aviation cadet navigators in 1965. By the 1990s, the last of these officers had retired from the active duty Regular Air Force, the Air Force Reserve and the Air National Guard . In countries whose ranking systems are based upon the models of the British Armed Forces (BAF), officers from the rank of second lieutenant (army), sub-lieutenant (navy) or pilot officer (air force) to

8239-529: The latter being captains or flag officers as of 2017) were commissioned via the Navy's since discontinued Aviation Officer Candidate School (AOCS) program for college graduates. The AOCS focused on producing line officers for naval aviation who would become Naval Aviators and Naval Flight Officers upon completion of flight training, followed by a smaller cohort who would become Naval Air Intelligence officers and Aviation Maintenance Duty Officers. Designated as "aviation officer candidates" (AOCs), individuals in

8346-477: The leader and specific followers can lead to the creation of in-groups and out-groups . In-group members are said to have high-quality exchanges with the leader, while out-group members have low-quality exchanges with the leader. In-group members are perceived by the leader as being more experienced, competent, and willing to assume responsibility than other followers. The leader begins to rely on these individuals to help with especially challenging tasks. If

8453-485: The leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades. New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round-robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across

8560-516: The leader or by other stakeholders, not through the actions of the leader. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. It is well known by historians that the naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England, he would receive a true hero's welcome. In modern society, various media outlets, including

8667-412: The leader tends to emphasize his/her formal authority to obtain compliance to leader requests. Research shows that out-group members are less satisfied with their job and organization, receive lower performance evaluations from the leader, see their leader as less fair, and are more likely to file grievances or leave the organization. Leadership can be an emotion-laden process, with emotions entwined with

8774-607: The leader's ability to build an interpersonal relationship with their followers, and to establish a form of mutual trust. These are considered "social oriented" behaviors. The Michigan State Studies, which were conducted in the 1950s, made further investigations and findings that positively correlated behaviors and leadership effectiveness. Although they had similar findings as the Ohio State studies, they also contributed an additional behavior identified in leaders: participative behavior (also called "servant leadership"), or allowing

8881-418: The leaders' concern for people and their concern for goal achievement. B. F. Skinner is the father of behavior modification and developed the concept of positive reinforcement . Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, which increases the likelihood of that behavior in the future. The following is an example of how positive reinforcement can be used in

8988-600: The military or another federal uniformed service . However, these officers generally do not exercise command authority outside of their job-specific support corps (e.g., U.S. Army Medical Corps ; U.S. Navy Judge Advocate General's Corps , etc.). The United States Public Health Service Commissioned Corps and the National Oceanic and Atmospheric Administration Commissioned Officer Corps almost exclusively use direct commission to commission their officers, although NOAA will occasionally accept commissioned officers from

9095-912: The military. Many militaries typically require university degrees as a prerequisite for commissioning, even when accessing candidates from the enlisted ranks. Others, including the Australian Defence Force , the British Armed Forces , the Nepali Army , the Pakistan Armed Forces (PAF), the Swiss Armed Forces , the Singapore Armed Forces , the Israel Defense Forces (IDF), the Swedish Armed Forces , and

9202-452: The nearest Marine Corps officer-recruiting activity. PLC students are placed in one of three general tracks: PLC-Air for prospective marine naval aviators and marine naval flight officers ; PLC-Ground for prospective marine infantry, armor, artillery and combat-support officers; and PLC-Law, for prospective Marine Corps judge advocate general officers. Upon graduation from college, PLC students are commissioned as active-duty 2nd lieutenants in

9309-400: The numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. Cecil Rhodes (1853–1902) believed that public-spirited leadership could be nurtured by identifying young people with "moral force of character and instincts to lead", and educating them in contexts (such as the collegiate environment of

9416-468: The press and blogs, present their own interpretations of leaders. These depictions can stem from actual circumstances, but they might also arise from political influences, monetary incentives, or the personal agendas of the author, media, or leader. Consequently, the impression of leaders is often constructed and may not accurately mirror their genuine leadership attributes. This highlights the historical role of concepts like royal lineage , which once stood as

9523-404: The qualities and behaviors associated with leaders and influencers developed only later during the 19th and 20th centuries - possibly traceable from 1870 onwards. Historically, industrialization , opposition to the ancien regime , and the phasing out of chattel slavery meant that some newly developing organizations ( nation-state republics , commercial corporations ) evolved a need for

9630-407: The question "What qualities distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the " trait theory of leadership ". A number of works in the 19th century – when

9737-414: The rank hierarchy. In certain instances, commissioned chief warrant officers can command units. A non-commissioned officer (NCO) is an enlisted member of the armed forces holding a position of some degree of authority who has (usually) obtained it by advancement from within the non-commissioned ranks. Officers who are non-commissioned usually receive management and leadership training, but their function

9844-557: The rank of general , admiral or air chief marshal respectively, are holders of a commission granted to them by the appropriate awarding authority. In United Kingdom (UK) and other Commonwealth realms , the awarding authority is the monarch (or a governor general representing the monarch) as head of state . The head of state often has the power to award commissions, or has commissions awarded in his or her name. In Commonwealth nations, commissioned officers are given commissioning scrolls (also known as commissioning scripts) signed by

9951-495: The right of subordinates to overthrow emperors who appeared to lack divine sanction. Pro- aristocracy thinkers have postulated that leadership depends on one's "blue blood" or genes . Monarchy takes an extreme view of the same idea, and may prop up its assertions against the claims of mere aristocrats by invoking divine sanction (see the divine right of kings ). On the other hand, more democratically inclined theorists have pointed to examples of meritocratic leaders, such as

10058-548: The same customs and courtesies as commissioned officers. Their difference from line and staff corps officers is their focus as single specialty/military occupational field subject-matter experts, though under certain circumstances they can fill command positions. The Air Force has discontinued its warrant-officer program and has no LDO program. Similarly, the Space Force was created with no warrant-officer or LDO programs; both services require all commissioned officers to possess

10165-455: The same social backgrounds and interests. Out-group members often receive less time and more distant exchanges than their in-group counterparts. With out-group members, leaders expect no more than adequate job performance , good attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and

10272-500: The seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making , praise and criticism ( feedback ), and the management of the group tasks ( project management ) according to three styles: authoritarian , democratic , and laissez-faire . In 1945, Ohio State University conducted

10379-423: The situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom , in collaboration with Phillip Yetton and later with Arthur Jago, developed a taxonomy for describing leadership situations. They used this in

10486-668: The social influence process. A leader's mood affects his/her group. These effects can be described in three levels: In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. The leader's behavior creates situations and events that lead to emotional response, for example by giving feedback, allocating tasks, and distributing resources. Since employee behavior and productivity are affected by their emotional states, it

10593-466: The strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader. Machiavelli's The Prince , written in the early-16th century, provided a manual for rulers ("princes" or "tyrants" in Machiavelli's terminology) to gain and keep political power . Prior to

10700-443: The task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power,

10807-403: The times produce the person and not the other way around. This theory assumes that different situations call for different characteristics: no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions." Some theorists synthesized

10914-609: The traditional approach, the leader-attribute-pattern approach is based on theorists' arguments that the influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. In other words, the leader-attribute-pattern approach argues that integrated constellations or combinations of individual differences may explain substantial variance in both leader emergence and leader effectiveness beyond that explained by single attributes, or by additive combinations of multiple attributes. In response to

11021-433: The traditional authority of monarchs, lords, and bishops had begun to wane – explored the trait theory at length: especially the writings of Thomas Carlyle and of Francis Galton . In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that

11128-405: The trait and situational approaches. Building upon the research of Lewin et al., academics normalized the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management;

11235-500: Was composed of college students who would attend AOCS training in two segments similar to Marine Corps PLC but would do so between their junior and senior years of college and again following college graduation, receiving their commission upon completion of the second segment. The NAVCAD program operated from 1935 through 1968 and again from 1986 through 1993. NAVCADs were enlisted or civilian personnel who had completed two years of college but lacked bachelor's degrees. NAVCADs would complete

11342-557: Was developed by Robert House and was based on the expectancy theory of Victor Vroom . According to House, "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance". The theory identifies four leader behaviors, achievement-oriented , directive , participative , and supportive , that are contingent to environment factors and follower characteristics. In contrast to

11449-462: Was the Air Force's aviation cadet program. Originally created by the U.S. Army Signal Corps in 1907 to train pilots for its then-fledgling aviation program, it was later used by the subsequent U.S. Army Air Service , U.S. Army Air Corps and U.S. Army Air Forces to train pilots, navigators, bombardiers and observers through World War I, the interwar period, World War II, and the immediate postwar period between September 1945 and September 1947. With

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