Integrated Planning for the Air Force Senior Leader by Albert A. Robbert

By Albert A. Robbert

Describes the history for and techniques utilized in a learn conducted to higher know the way to advance leaders who own the operational wisdom and technical abilities had to practice successfully in senior Air strength positions.

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If a joint job is filled continuously by the Air Force, we counted it as a full position. If a job is rotated among the Air Force and one or more other services, we counted it as half, a third, or a fourth of a position, as appropriate. In these position counts, expected values rather than simple counts are analytically sound. The need for secondary occupational competencies is quite high. In a recently examined set of Air Force jobs, 88 percent of the GO positions and 66 percent of the SES positions were found to require a secondary competency.

We defined six organizational levels: Secretariat, Air Staff, MAJCOM (or equivalent) headquarters, numbered air force (or equivalent) headquarters, center (or equivalent), wing (or equivalent), and other. Each level was represented as a dichotomous variable in the analysis. Functional Complexity. The Air Force typically assigns functional management responsibilities in its organizations to colonels and civilians at the GS-15 pay grade. Accordingly, functional complexity was measured as the sum of colonel and GS-15 authorizations within the headquarters of each organization.

In many cases, however, the characteristics attributed to individual positions are actually organizational characteristics. For example, the overall size of an organization’s workforce might be considered a characteristic of the commander or director position and of other senior staff positions in the organization. We assumed that since organizational characteristics tend to dominate in senior leader position reviews, the appropriate unit of analysis is the organization rather than the individual position.

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