Leader Development Training Needs Assessment of U.S. Army Battalion Commanders.

摘要

This report documents a research project undertaken to identify the training needs of U.S. Army battalion commanders. Twenty-nine battalion commanders and their immediate supervisors (19) participated. Researchers used a structured interview to obtain information about the strengths and weaknesses of battalion commanders from their own perspective and that of their supervisors. Questions were also asked about 'mentoring' and life experiences that had resulted in significant changes in outlook on life and the issues surrounding it. These questions were asked to determine the -extent and nature of mentoring as a method for human resources development and to shed some light on the human development process in general. Major findings were (1) many battalion commanders did not appear to have been conceptually prepared for the requirements of their job, (2) decentralization of control is one of the most difficult battalion and brigade command requirements, (3) risk aversion caused by high levels of insecurity leads to inability to decentralize control, (4) failure to decentralize at battalion level may not result in disaster, but failure to do so at brigade level will, (5) battalion commanders need more preparation in how to Leader development Precommand training, Mentoring, Leadership. Battalion commands conduct collective training than in how to conduct individual training, (6) mentoring is a poorly understood concept often confused with related activities-coaching, counseling, and sponsoring, and (7) conceptual and emotional development appear to be major and interacting components of the maturation process--they should be given equal attention in any training designed to promote human development.