RESUMEN
Peer assessments are used in a variety of military contexts. The current study examined factors that may influence how peers assess each other, including age, perceived warmth and competence, locus of control, and physical fitness. Participants in a junior leader training course completed peer assessments at three time points during the course per curriculum requirements. Participants also rated their peers on measures of warmth and competence and responded to a locus of control measure. Course performance metrics, including physical fitness scores were also obtained. Ratings of competence were the only significant predictors of peer assessments over all three time points. The inter-correlations between peer, self, and instructor assessments of leadership and course performance were also examined. The implications of these findings are discussed.
RESUMEN
Given recent changes and transitions occurring within the US military, it is imperative - now more than ever - that leaders find a way to leverage demographic and functional diversity in their units to support mission effectiveness. Academic researchers have found that fostering a climate for inclusion, where all individuals feel like they are fairly treated, valued, and included, can maximize the benefits of diversity, while minimizing potential disadvantages. However, no research has systematically explored what it means to assess and develop a climate for inclusion in the military context. The current research employs a multi-study approach comprised of both qualitative and quantitative methods to understand how a climate for inclusion manifests itself within the military, how to assess it, and the factors that contribute to inclusive environments. Across the three studies, over 700 US Army Soldiers provided input via focus groups or surveys, resulting in a 16-item climate for inclusion measure representing two dimensions - horizontal social inclusion and vertical information inclusion. This research, and the resulting climate for inclusion measure, provides the foundation that military leaders need to effectively leverage diversity in their units to yield performance improvements.
RESUMEN
In the present study, grounded in organizational support and social exchange theory, the dynamic lagged interplay between family supportive supervision (FSS), family supportive organization perceptions (FSOP), perceived organizational support (POS), and leader-member exchange (LMX) was examined. Data were collected from 435 respondents over 3 time points with 6-week lags between assessments. Consistent with theory, FSS had a significant lagged effect on FSOP, whereas the reverse relationship was not supported. Interestingly, contrary to conservation of resources theory, we did not find significant lagged effects between POS and FSOP. Results further indicated that LMX and FSS were reciprocally related over time, suggesting the potential for a dynamic, mutually beneficial exchange relationship between subordinates and supervisors. Theoretical implications and considerations for research and practice are discussed. (PsycINFO Database Record