In this study of the organizational culture of the U.S. Army, Dr. Pierce has reviewed a previously assumed but unverified connection between organizational culture and professional development. The study has uncovered a lack of congruence between the dominant type of organizational culture of the U.S. Army and the professional managerial/leadership skills of its senior level leaders. This observed lack of congruence may be inhibiting performance and unconsciously perpetuating a cycle of caution and an overreliance on stability and control. The data indicates that the U.S. Army is illustrative of an organization that emphasizes stability and control, and one that attempts to comprehend the ambiguity of the future through an unconscious reliance upon the successful solutions employed in the past.

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245: $a: Is the Organizaational Culture of the U.S. Army Congruent with the Professional Development of Its Senior Level Officer Corps?
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100: $a:Dr. James G. Pierce
650: $a:In the present study; Dr. Pierce postulates that the ability of a professional organization to develop future leaders in a manner that perpetuates readiness to cope with future environmental and inter
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