Jennifer S. Tucker

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

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.

The Mediating Effects of Adaptive Skill on Values-Performance Relationships

Researchers posit that adaptability is an important contributor of performance and that it mediates the effects of distal predictors on performance. As limited empirical evidence supports these relationships, the present research examined whether adaptive skill mediated the effects of values on performance for military leaders. We found that adaptive skill was a distinct construct which uniquely contributed to overall performance. Further, we found that adaptive skill fully mediated the effects of values on technical-administrative behaviors and partially mediated the effects of values on contextual performance and leader behaviors. We discuss the need to further test the nomological network of KSAO–adaptability–performance relationships.

Investigating the Effects of Desktop Computer Simulation Training on Situation Awareness (SA) and Adaptive Decision-Making Skills

The present study investigated the effects of desktop computer simulation training, called Simulation Field Exercise (SimFX), on situation awareness (SA) and adaptive decision making of small unit leaders. The effectiveness of a training protocol consisting of advance organizers (information to familiarize individuals in the areas of SA and key leader processes to facilitate decision making) and process-oriented feedback was assessed. Thirty-five Infantry Soldiers conducted three simulated mission scenarios as dismounted Infantry Platoon Leaders. Adaptive decision making and SA were measured for each scenario. The experimental group obtained significantly higher adaptive decision-making scores than the control group. SA and adaptive decision-making scores were significantly correlated for Scenarios 1 and 2, such that more adaptive responding was associated with higher SA ratings. The experimental group used significantly more assets (a measure of SA) than did the control group. Strategies for enhancing training effectiveness of computer simulations such as SimFX are described, as are potential SimFX refinements.