The Experts below are selected from a list of 306 Experts worldwide ranked by ideXlab platform
Shawn Thomas Cochran - One of the best experts on this subject based on the ideXlab platform.
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the civil Military divide in protracted small war an alternative view of Military Leadership preferences and war termination
Armed Forces & Society, 2014Co-Authors: Shawn Thomas CochranAbstract:This article examines the basis of Military Leadership preferences toward war termination, and thus the basis of the associated civil–Military divide, within the context of protracted small war. Th...
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The Civil–Military Divide in Protracted Small War: An Alternative View of Military Leadership Preferences and War Termination
Armed Forces & Society, 2013Co-Authors: Shawn Thomas CochranAbstract:This article examines the basis of Military Leadership preferences toward war termination, and thus the basis of the associated civil–Military divide, within the context of protracted small war. Th...
Robert J. Sternberg - One of the best experts on this subject based on the ideXlab platform.
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exploring the nature and acquisition of tacit knowledge for Military Leadership
2002Co-Authors: John Antonakis, Jennifer Hedlund, Jean E Pretz, Robert J. SternbergAbstract:Abstract : In this report we first introduce traditional notions of Leadership and their limitations, and the importance of tacit knowledge for Military Leadership. We then present Sternberg's (1985, 1988, 1997) Triarchic theory of intelligence and the role of practical intelligence and tacit knowledge in successful Leadership. Next, we examine in-depth the nature of tacit knowledge, how it is defined and measured, how it differentiates experts from novices, and how it is bounded. Furthermore, we present a model of practical intelligence and tacit knowledge acquisition, and demonstrate how tacit knowledge may be acquired experientially and vicariously. Based on the literature reviewed, we draw hypotheses that we test empirically. We then present the results of our findings and discuss their theoretical and practical implications. Last, we relate our findings to the purpose of this report, and to the research questions we sought to answer.
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tacit knowledge in Military Leadership some research products and their applications to Leadership development
1998Co-Authors: Joseph A. Horvath, George B. Forsythe, Jennifer Hedlund, Scott Snook, Robert J. SternbergAbstract:Abstract : Tacit knowledge is defined as knowledge grounded in experience, intimately related to action, and not well support by formal training and doctrine. Tacit knowledge of Leadership used by Army officers at three different levels of command have been identified, assessed, and developed into assessment inventories for each level. The inventories have been construct validated and proven to predict Leadership effectiveness ratings at each level and to do so better than measures of verbal reasoning ability, tacit knowledge for business managers, or experience. This report summarizes the development process and identifies and discusses findings from the development process that have potential application in Army Leadership development. The relationship of tacit knowledge to the future of Military Leadership is also discussed.
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Tacit Knowledge in Military Leadership: Supporting Instrument Development.
1996Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Robert J. Sternberg, Richard C. BullisAbstract:Abstract : Army officers, drawn from three different institutional settings, evaluated tacit-knowledge items to Support development of tests of tacit knowledge for Military Leadership. Items were identified that differentiated leaders varying in Leadership experience (at a level of Leadership) or in rated Leadership effectiveness. Subject-matter experts also sorted the items into categories of like items. Analyses of the categories identified dimensions that described the organization of the items. Item discrimination and organizational location will be used to select materials for construction of tests of tacit knowledge for each three levels of Army Leadership: platoon leader, company commander, and battalion commander.
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Tacit Knowledge in Military Leadership: A Review of the Literature.
1994Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Wendy M. Willams, Robert J. SternbergAbstract:Abstract : This report reviews the theory of tacit knowledge and its theoretical and empirical background. The authors propose a three category structure for the tacit knowledge in Military Leadership: intrapersonal, interpersonal, and organizational. That structure was derived from instances of Leadership tacit knowledge inferred from a review of Military trade journals, Military 'lessons learned' publications, and Military memoirs. The report presents instances for the three categories. The proposed structure and representing instances are discussed in terms of (1) tacit knowledge in civilian business management; (2) U.S. Army Leadership doctrine; (3) applicability across organizational levels of the U.S. Army (battalion, company, and platoon); and (4) the likelihood of further elaboration and replication of the proposed structure with application of other data collection methods. (RWJ) ( SF-298)
Patricia Bachelor - One of the best experts on this subject based on the ideXlab platform.
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higher order factors in structure of intellect soi aptitude tests hypothesized to portray constructs of Military Leadership a re analysis of an soi data base
Educational and Psychological Measurement, 1991Co-Authors: Steven N Ulosevich, William B. Michael, Patricia BachelorAbstract:Taken from a 1959 research report by Marks, Guilford, and Merrifield, a correlation matrix of 21 structure-of-intellect (SOI) tests intended to reflect aptitudes required in Military Leadership was re-analyzed through use of relatively objective exploratory factor analytic procedures (varimax and promax solutions for orthogonal and oblique structures, respectively) and through employment of confirmatory maximum likelihood factor analyses. For the sample of 204 Marine officers, only modest correspondence was found in the exploratory analyses between the solution by Marks et al. based on the orthogonal rotation of factor axes from a centroid matrix and the factor solutions obtained from application of the varimax and promax methods of rotation. An evaluation of selected alternative models comprising first-order and higher-order factors involving use of LISREL methodology revealed that a two-factor oblique model affording a separation of semantic and figural contents yielded the greatest promise in accountin...
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Higher-Order Factors in Structure-of-Intellect (SOI) Aptitude Tests Hypothesized to Portray Constructs of Military Leadership: A Re-Analysis of an SOI Data Base
Educational and Psychological Measurement, 1991Co-Authors: Steven N Ulosevich, William B. Michael, Patricia BachelorAbstract:Taken from a 1959 research report by Marks, Guilford, and Merrifield, a correlation matrix of 21 structure-of-intellect (SOI) tests intended to reflect aptitudes required in Military Leadership was re-analyzed through use of relatively objective exploratory factor analytic procedures (varimax and promax solutions for orthogonal and oblique structures, respectively) and through employment of confirmatory maximum likelihood factor analyses. For the sample of 204 Marine officers, only modest correspondence was found in the exploratory analyses between the solution by Marks et al. based on the orthogonal rotation of factor axes from a centroid matrix and the factor solutions obtained from application of the varimax and promax methods of rotation. An evaluation of selected alternative models comprising first-order and higher-order factors involving use of LISREL methodology revealed that a two-factor oblique model affording a separation of semantic and figural contents yielded the greatest promise in accounting for the covariation among the 21 aptitude tests. A higher-order oblique factor model furnishing a differentiation among three psychological operations of cognition, divergent production, and evaluation ranked second in its capability of reproducing the original correlation matrix. The conclusion was reached that the covariance among these aptitude tests can be meaningfully conceptualized within higher-order factor structures. A short discussion highlights possible difficulties and limitations likely to be realized in establishing the construct validity of the hypothesized first-order dimensions within the structure-of-intellect model.
Joseph A. Horvath - One of the best experts on this subject based on the ideXlab platform.
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tacit knowledge in Military Leadership some research products and their applications to Leadership development
1998Co-Authors: Joseph A. Horvath, George B. Forsythe, Jennifer Hedlund, Scott Snook, Robert J. SternbergAbstract:Abstract : Tacit knowledge is defined as knowledge grounded in experience, intimately related to action, and not well support by formal training and doctrine. Tacit knowledge of Leadership used by Army officers at three different levels of command have been identified, assessed, and developed into assessment inventories for each level. The inventories have been construct validated and proven to predict Leadership effectiveness ratings at each level and to do so better than measures of verbal reasoning ability, tacit knowledge for business managers, or experience. This report summarizes the development process and identifies and discusses findings from the development process that have potential application in Army Leadership development. The relationship of tacit knowledge to the future of Military Leadership is also discussed.
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Tacit Knowledge in Military Leadership: Evidence of Construct Validity
1998Co-Authors: Jennifer Hedlund, Joseph A. Horvath, George B. Forsythe, Scott Snook, Wendy M. WilliamsAbstract:Abstract : Army officers within the command structure of 44 CONUS battalions were administered tests developed to measure the tacit Leadership knowledge of platoon leaders, company commanders and battalion commanders. Tests at each level consisted of a series of scenarios derived from actual experiences with a set of possible responses to the Leadership situation described. In addition, the 562 officers were also administered a test of verbal reasoning ability, a related test of tacit knowledge developed for business managers, and a criterion measure of Leadership effectiveness. Analyses were performed to determine if the tacit knowledge for Military Leadership inventories predicted Leadership effectiveness and if they predicted better than the other measures. The inventories predicted Leadership effectiveness ratings at each level and did so better than verbal reasoning ability, tacit knowledge for managers, or experience. A complex relationship emerged between tacit Leadership knowledge and Leadership effectiveness ratings at the three command levels, supporting the use of a multi-level approach in assessing tacit knowledge.
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Tacit Knowledge in Military Leadership: Supporting Instrument Development.
1996Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Robert J. Sternberg, Richard C. BullisAbstract:Abstract : Army officers, drawn from three different institutional settings, evaluated tacit-knowledge items to Support development of tests of tacit knowledge for Military Leadership. Items were identified that differentiated leaders varying in Leadership experience (at a level of Leadership) or in rated Leadership effectiveness. Subject-matter experts also sorted the items into categories of like items. Analyses of the categories identified dimensions that described the organization of the items. Item discrimination and organizational location will be used to select materials for construction of tests of tacit knowledge for each three levels of Army Leadership: platoon leader, company commander, and battalion commander.
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Tacit Knowledge in Military Leadership: Evidence from Officer Interviews.
1994Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Jeffrey A. Mcnally, John A. WattendorfAbstract:Abstract : Eighty-one U.S. Army officers representing three organizational levels (platoon, company, and battalion) and all three branch categories were interviewed to elicit stories and observations revealing tacit knowledge for Military Leadership: the practical, action-oriented, Leadership knowledge they had learned from practical experiences. Analyses of interview materials produced items of tacit knowledge for Military Leadership that were then cluster analyzed to identify groupings of knowledge. Results of the interviews are described with respect to patterns across Leadership levels in the quantity, structure, and content of tacit knowledge for Military Leadership; implications of the patterns for development through experiential learning; and the functions of tacit knowledge in making concrete or augmenting Army Leadership doctrine.
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Tacit Knowledge in Military Leadership: A Review of the Literature.
1994Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Wendy M. Willams, Robert J. SternbergAbstract:Abstract : This report reviews the theory of tacit knowledge and its theoretical and empirical background. The authors propose a three category structure for the tacit knowledge in Military Leadership: intrapersonal, interpersonal, and organizational. That structure was derived from instances of Leadership tacit knowledge inferred from a review of Military trade journals, Military 'lessons learned' publications, and Military memoirs. The report presents instances for the three categories. The proposed structure and representing instances are discussed in terms of (1) tacit knowledge in civilian business management; (2) U.S. Army Leadership doctrine; (3) applicability across organizational levels of the U.S. Army (battalion, company, and platoon); and (4) the likelihood of further elaboration and replication of the proposed structure with application of other data collection methods. (RWJ) ( SF-298)
George B. Forsythe - One of the best experts on this subject based on the ideXlab platform.
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tacit knowledge in Military Leadership some research products and their applications to Leadership development
1998Co-Authors: Joseph A. Horvath, George B. Forsythe, Jennifer Hedlund, Scott Snook, Robert J. SternbergAbstract:Abstract : Tacit knowledge is defined as knowledge grounded in experience, intimately related to action, and not well support by formal training and doctrine. Tacit knowledge of Leadership used by Army officers at three different levels of command have been identified, assessed, and developed into assessment inventories for each level. The inventories have been construct validated and proven to predict Leadership effectiveness ratings at each level and to do so better than measures of verbal reasoning ability, tacit knowledge for business managers, or experience. This report summarizes the development process and identifies and discusses findings from the development process that have potential application in Army Leadership development. The relationship of tacit knowledge to the future of Military Leadership is also discussed.
-
Tacit Knowledge in Military Leadership: Evidence of Construct Validity
1998Co-Authors: Jennifer Hedlund, Joseph A. Horvath, George B. Forsythe, Scott Snook, Wendy M. WilliamsAbstract:Abstract : Army officers within the command structure of 44 CONUS battalions were administered tests developed to measure the tacit Leadership knowledge of platoon leaders, company commanders and battalion commanders. Tests at each level consisted of a series of scenarios derived from actual experiences with a set of possible responses to the Leadership situation described. In addition, the 562 officers were also administered a test of verbal reasoning ability, a related test of tacit knowledge developed for business managers, and a criterion measure of Leadership effectiveness. Analyses were performed to determine if the tacit knowledge for Military Leadership inventories predicted Leadership effectiveness and if they predicted better than the other measures. The inventories predicted Leadership effectiveness ratings at each level and did so better than verbal reasoning ability, tacit knowledge for managers, or experience. A complex relationship emerged between tacit Leadership knowledge and Leadership effectiveness ratings at the three command levels, supporting the use of a multi-level approach in assessing tacit knowledge.
-
Tacit Knowledge in Military Leadership: Supporting Instrument Development.
1996Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Robert J. Sternberg, Richard C. BullisAbstract:Abstract : Army officers, drawn from three different institutional settings, evaluated tacit-knowledge items to Support development of tests of tacit knowledge for Military Leadership. Items were identified that differentiated leaders varying in Leadership experience (at a level of Leadership) or in rated Leadership effectiveness. Subject-matter experts also sorted the items into categories of like items. Analyses of the categories identified dimensions that described the organization of the items. Item discrimination and organizational location will be used to select materials for construction of tests of tacit knowledge for each three levels of Army Leadership: platoon leader, company commander, and battalion commander.
-
Tacit Knowledge in Military Leadership: Evidence from Officer Interviews.
1994Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Jeffrey A. Mcnally, John A. WattendorfAbstract:Abstract : Eighty-one U.S. Army officers representing three organizational levels (platoon, company, and battalion) and all three branch categories were interviewed to elicit stories and observations revealing tacit knowledge for Military Leadership: the practical, action-oriented, Leadership knowledge they had learned from practical experiences. Analyses of interview materials produced items of tacit knowledge for Military Leadership that were then cluster analyzed to identify groupings of knowledge. Results of the interviews are described with respect to patterns across Leadership levels in the quantity, structure, and content of tacit knowledge for Military Leadership; implications of the patterns for development through experiential learning; and the functions of tacit knowledge in making concrete or augmenting Army Leadership doctrine.
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Tacit Knowledge in Military Leadership: A Review of the Literature.
1994Co-Authors: Joseph A. Horvath, George B. Forsythe, Patrick J. Sweeney, Wendy M. Willams, Robert J. SternbergAbstract:Abstract : This report reviews the theory of tacit knowledge and its theoretical and empirical background. The authors propose a three category structure for the tacit knowledge in Military Leadership: intrapersonal, interpersonal, and organizational. That structure was derived from instances of Leadership tacit knowledge inferred from a review of Military trade journals, Military 'lessons learned' publications, and Military memoirs. The report presents instances for the three categories. The proposed structure and representing instances are discussed in terms of (1) tacit knowledge in civilian business management; (2) U.S. Army Leadership doctrine; (3) applicability across organizational levels of the U.S. Army (battalion, company, and platoon); and (4) the likelihood of further elaboration and replication of the proposed structure with application of other data collection methods. (RWJ) ( SF-298)