The Impact of Organizational Values Training on Leadership Development in Air Force Reserve Officer Training Corps Military Trainees

Abstract

Previous researchers have studied how organizational values guide both day-to-day decision-making and long-term strategic planning in various industrial sectors. Little previous research has documented the impact of organizational values within military environments nor the effect of training on organizational values in developing leadership attributes. In this study, Air Force Reserve Officer Training Corps (AFROTC) trainees participated in a study of the impact of values training on perceptions of leadership. This research sought to determine whether a focus on organizational values during initial military officer training would impact self-assessments of various elements of leadership (leadership attributes and competencies). Analyses revealed that comprehension of organizational values had few significant relationships with perceptions of leadership competencies. However, application of organizational values was found to be positively correlated with multiple leadership attributes. The length of time exposed to organizational values was not found to be related to the leadership attributes included in this study, except for the leadership attribute delegation. Taken together, the results of this research suggest that higher individual cadet ratings of organizational value comprehension and the application of organizational values are connected with more positive perceptions of multiple leadership attributes. Organizational leaders, both military and civilian, can use these findings, along with the survey instruments created for the research, to support efforts to enhance and evaluate training programs focused on the development of leadership competencies.

Keywords:

• Organizational values
• leadership
• military
• performance

EMJ Focus Areas:

• Leadership
• Organization Development & Change
• Organizational & Performance Assessment

Disclosure Statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Nathan R. Lausmann

Nathan R. Lausmann is a First Lieutenant in the U.S. Air Force and currently serves as a cyber officer and Flight Commander at Cannon Air Force Base, New Mexico. He holds an HBS in industrial engineering from Oregon State University, where he also completed Air Force Reserve Officer Training Corps. In his 3 years as an active-duty officer, he has led large teams in training, garrison, and deployed environments and was recognized as Cannon’s 2022 junior officer of the year.

Toni L. Doolen

Toni L. Doolen is Dean of the Oregon State University (OSU) Honors College and Professor in Industrial Engineering. Toni is a fellow of ASEM and served as editor for EMJ. Toni worked at Hewlett-Packard in engineering and management roles before joining the OSU faculty. Toni received a BS, Electrical Engineering, a BS, Materials Science and Engineering from Cornell University, an MS, Manufacturing Systems Engineering from Stanford University, and a Ph.D., Industrial Engineering from OSU.