The Application of a Model of Adaptive Performance to Army Leader Behaviors

Abstract

To better understand the adaptive capabilities of junior Army leaders, we applied an existing nine-dimension adaptability model to critical incidents of leader behaviors. We examined interview data from two samples of U.S. Army leaders (40 combat veterans and 24 training facilitators). The adaptive behaviors performed most in combat reflected the Deals with Unpredictability and Handles Emergencies dimensions, whereas in training contexts they reflected the Leads Adaptive Teams and Solves Problems Creatively dimensions. The model represented all of the adaptive capabilities; however, the dimensions varied across the samples. To promote adaptability, the leaders recommended developing mental adaptability skills and adaptive teams.