Studies of the Army Officer Corps following the Vietnam conflict indicated that the Army had serious leadership problems. As a result, the Army placed a major emphasis on leadership study and training. The Army, as well as numerous civilian leadership experts, have begun to realize that a leader performs a very complex role that can not be condensed into a simple theory or management course. This realization includes recognition that the human to human tasks a leader performs equate to leadership, and leadership is the foundation on which a successful leader is built. The Army's interest in leadership spread to the Army Medical Department and many began to see improved leadership as a key to the future and a solution for many Medical Department problems. One problem for which good leadership is seen as a partial solution, is retention of skilled medical personnel. This study defines major leadership characteristics and behaviors that subordinates expect from their leaders. It presents results of a leadership survey of Army Medical Specialist Corps (AMSC) Officers which ascertained to what degree they see their leaders as having the identified leadership attributes. It also determined what impact their first AMSC leader had on their decision to remain on active duty. Consistent strengths and weaknesses were observed with a strong correlation between leadership quality and an officer's decision to remain on active duty following completion of the initial obligation. Recommendations are made for future AMSC leadership training.Studies of the Army Officer Corps following the Vietnam conflict indicated that the Army had serious leadership problems.
|Title||:||Leadership and the Army Medical Specialist Corps Officer|
|Author||:||Dexter V. Hancock, Army War College (U.S.)|