Download Free Longitudinal Study Of The Social Network Influences On The Leadership And Professional Military Development Of Cadets At The United States Air Force Academy Book in PDF and EPUB Free Download. You can read online Longitudinal Study Of The Social Network Influences On The Leadership And Professional Military Development Of Cadets At The United States Air Force Academy and write the review.

This bibliography lists published and printed unit histories for the United States Air Force and Its Antecedents, including Air Divisions, Wings, Groups, Squadrons, Aviation Engineers, and the Women's Army Corps.
This study investigated the influence of social networks on the leadership and professional military development of cadets at the United States Air Force Academy. Using a longitudinal design over an academic year (August 1997 to May 1998), the study examined the differences in the composition of cadet social groups and their influence on leadership development in two cadet squadrons. Cadet peer groups, identified using Social Cognitive Map procedures (Cairns, Gariepy, & Kinderman, 1990), were influential and stable components of the cadet squadron social ecology. Cadets nominated as "being a good leader" by their peers were not necessarily the same cadets holding positions of formal leadership. These "informal leaders" performed better on academic and military performance measures than other cadets in the squadron, were more respected than other cadets in the squadron, and were more central in the squadron social network. An exploratory measurement model of leadership suggested that leadership is best measured by both the formal position one holds, as well as, ratings of leadership effectiveness and respect obtained from other cadets in the squadron. Cadets who had high ratings of hostile aggression were less likely to receive peer nominations for being one of the "most respected cadets" in the squadron and less likely to be considered a leader in the squadron. These findings suggest that cadet social groups provide a rich context for leadership training and have the potential to influence leadership development trajectories. Suggestions are provided to aid in applying these findings.
The field of education has experienced extraordinary technological, societal, and institutional change in recent years, making it one of the most fascinating yet complex fields of study in social science. Unequalled in its combination of authoritative scholarship and comprehensive coverage, International Encyclopedia of Education, Third Edition succeeds two highly successful previous editions (1985, 1994) in aiming to encapsulate research in this vibrant field for the twenty-first century reader. Under development for five years, this work encompasses over 1,000 articles across 24 individual areas of coverage, and is expected to become the dominant resource in the field. Education is a multidisciplinary and international field drawing on a wide range of social sciences and humanities disciplines, and this new edition comprehensively matches this diversity. The diverse background and multidisciplinary subject coverage of the Editorial Board ensure a balanced and objective academic framework, with 1,500 contributors representing over 100 countries, capturing a complete portrait of this evolving field. A totally new work, revamped with a wholly new editorial board, structure and brand-new list of meta-sections and articles Developed by an international panel of editors and authors drawn from senior academia Web-enhanced with supplementary multimedia audio and video files, hotlinked to relevant references and sources for further study Incorporates ca. 1,350 articles, with timely coverage of such topics as technology and learning, demography and social change, globalization, and adult learning, to name a few Offers two content delivery options - print and online - the latter of which provides anytime, anywhere access for multiple users and superior search functionality via ScienceDirect, as well as multimedia content, including audio and video files
In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that "American military officers, of whatever service, should share common ground ethically and morally." In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution.
The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.