Suchergebnisse

The United States Army's leader development program offers new opportunities to examine how leaders are developed within the traditional workforce. Leader development is at the forefront of Army training and is coordinated through an institutional, operational, and self-development domain. Each domain contributes toward a holistic leader development program which prepares soldiers to be lifelong leaders. Veterans transitioning out of the military are often credited as possessing the leadership skills employers seek, though exploration of the process used to develop leadership attributes in soldiers has been minimal. Upon comparing the Army's leader development program with other private sector leadership development training, similar goals were identified though the Army's approach is distinguishable. This paper is an analysis of the U.S. Army's leader development process and makes comparisons with leadership development in the traditional workplace. Three propositions are presented and discussed for leadership scholars and practitioners to consider. The authors also call for increased research and exploration of leader development in the military for transferability into the traditional workplace.

Cultural intelligence (CQ) is becoming increasingly important in today's globally interconnected business world, where employees from various national cultures work collaboratively. This research uses immersive virtual reality (VR) technology as a training device to help narrow the existing knowledge gaps in CQ scholarly literature and corporate diversity training. A VR head-mounted device was used to capture qualitative and quantitative data from participants to conduct a mixed methods study. After participants engaged in the virtual simulation, a method triangulation approach - using deductive thematic analysis, word frequency analysis, sentiment analysis, and correlational analysis - was used to draw conclusions from their reflections on CQ development. Results revealed a convergence of participant statements, sentiments, and CQ scores. In addition, the emerging themes aligned with the behavioral, cognitive, and motivational dimensions of the CQ construct. A fourth theme - VR experience - also emerged from participant reflections. Sentiments concerning their immersive experience in VR were largely positive. Lastly, the quantitative scores obtained by administering the CQ measurement scale showed a high motivational CQ score indicating participant eagerness to continue engaging in the VR environment. The topical themes that emerged from this study offer theoretical contributions and practical guidelines for CQ scholars, management researchers interested in exploring VR, and corporate training managers.