I__. - International Military Testing Association

etween OC ratings of platoon initiative at a CTC and post-CTC ratings of platoon performance by
company commanders.
Table 1. Correlations Between Leader initiative Rated Pre-CTC and Platoon Performance at CTC
Pre-CTC Initiative Ratings
Of squad leader by squad members
Of platoon sergeant by squad members
Of platoon sergeant by squad leaders
Of platoon leader by squad leaders
Of platoon leader by platoon sergeant
Of platoon leader by company commander
* p c .05; n = 23 platoons
3. Inhibitors of initiative.
Correlations with
Platoon Performance Rated by OCs
r = .41*
r = .44*
r = .43*
r = .31
r = .25
r = -.13
In doctrine (Headquarters Department of the Army, 19&X3), identified inhibitors of initiative are: lack of
understanding the mission, lack of accurate information, and lack of understanding the frame of
reference (i.e., values, goals, and way of thinking) of the higher level leader and the subordinates. Figure
1 provides a summary of the inhibitors of initiative mentioned in the CTC take-home packages, the post-
CTC interviews, and the post-CTC questionnaires. As can be seen from Figure 1, the reported inhibitors
of initiative cover a broad range of areas and provide additional inhibitors to those identified in doctrine.
These include micromanagement, unit climate, concern about the reaction of others, fatigue, and lack of
motivation.
4. ADDroaches for deVelODinCl initiative in subordinates.
In post-CTC interviews, leaders (squad leaders, platoon sergeants, platoon leaders, company
commanders, battalion commanders) indicated that they do try to develop initiative in subordinates.
They focus primarily at the squad member and squad leader levels and use the following approaches to
develop initiative:
(a) They develop the prerequisites. Leaders frequently mentioned three areas that they felt were
prerequisites for showing good initiative: good discipline, proficiency in performing the job, and
self-confidence. They try to develop the first two with training and the third, confidench, through
physical training (PT).
(b) They tell subordinates to show initiative.
(c) They provide opportunities for subordinates to perform the role of their leader. Typically
squad members are told to take over for their squad leaders, either as temporary fill-ins or for
developmental purposes.
(d) They reward initiative. Those showing exceptional initiative during training exercises are
nominated for awards.
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