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LEADERSHIP, CHANGE AND MOTIVATION: A

STUDY WITH REFERENCE TO INDIAN AIR FORCE

Gulab1, Dr. Sandhya Mehta

2, Manish Kr.Trivedi

3

1Enrollment No-1309201, Research Scholar, I K Gujral Punjab Technical University,

Kapurthala, Punjab (India)

2Deputy Director, Guru Nanak Institute of Management & Technology, Ludhiana, Punjab (India)

ABSTRACT

The aim of this paper is to study the leadership (specially from Junior officers and Warranted Ranks

perspective), change and motivation (of subordinates range from Sergeant to Aircraftsman) with special

reference to Indian Air Force. According to many researchers and theorists, Leaders take decisions and these

decisions bring change whereas that change is managed by motivation. Day to day work culture of defense

forces is nothing but management of change with the application of best motivational tools and techniques by

their able leaders. Normally, Military leaders make many decisions at very short notice, which necessitates

change both in peace and war. This change directly affects motivation of subordinates. So, It is the duty of these

leaders to manage this change constructively and convert it as a booster dose to subordinates. These three

dimensions (Leadership, Change and Motivation) remain interlink in military affairs as well. So, it becomes the

duty of these able leaders to maintain a good balance to achieve any complex military operations. For this study,

Primary data input was taken from 100 serving airwarriors (Aircraftsman to Sergeant) posted at different peace

and field units in Indian Air Force. These Airwarriors were selected based on Technical/ Non-technical

background and on posting in peace/ Field units while considering the Static/ Flying/ Mobile formation/ units as

well. Each Airwarrior filled a questionnaire which covered three dimensions (Leadership, Change and

Motivation) considering all the aspect of decision making and other factors related to Indian Air Force.

Secondary data was collected from Published material (Vayu Jan Shakti, Blue Glory, Flight Safety Magazine),

Air force website, Various journals and articles of defense institute of psychological research (DIPR) and other

institutions on Indian defense forces. Collected primary data was processed by using standard SPSS tools.

Result revealed that change is frequent in Indian Air Force and there is no unique leadership style applied by

the leaders of various formations in this organization. Result also revealed that frequent change directly affects

the motivation of airwarriors specially at lower level. Leadership styles applied by the leaders differed from

situation to situation. Difference was observed about change in smaller and larger formations. At the same unit/

station, motivation and management of change differed from leader to leader. So, it was concluded that there is

no one leadership style which is suitable for all the formations in IAF. Change or Motivation is dependent upon

the situation or on the leader of that day. It was more or less the situation which seems to be guiding the leaders

to opt a particular leadership style for making decision and to manage change and to motivate the subordinates.

Keywords: Airwarriors, Sergeant, Leadership, Change, Motivation, Peace & Field stations, Defense

institute of psychological research (DIPR), Leader, Formation, Unit/ Station

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I. INTRODUCTION

Leadership, change and motivation are the key words in military life. The various aspects on these factors are

highlighted in various researches and theories from time to time. Many research are available on civilian front

but dedicated research on Indian Air force is limited.

II. LITERATURE REVIEW

2.1 Leadership

Leadership is an act of making an impact on others in the desired direction. It is different from management and

Administration. It is a much broader term. Many leadership theories have been developed starting from Trait

theory, Behavioral theory, Contingent theory, Situational theory, Leadership function theory to some recent

theories. Earlier it was thought that Leaders are born but today leadership is defined from different perspective.

Today behaviour, situation, contingencies and other dimension are added for defining leadership. So, the

leadership of Mahatma Gandhi, Sardar Patel, Dr Bhim Rao Ambedkar, George Washington, Abraham Lincoln,

Winston Churchill, Nelson Mandela, Aung Sang Sui-Ki, Narender Modi, Arvind Kejriwal on political front and

Henry Ford, JRD Tata, Dhirubhai Ambani, Aziz Premji, Narayan Murthy on business front and Medha Patekar

with other social reformers, on social front can be studied with their style of leadership. Basically, Leaders are

those who take calculated risk, Initiative, Vision, Character, have professional knowledge with will to perform.

‗Leadership‘ is defined in the oxford dictionary as ―the action of leading a group of people or an organization, or

the ability to do this‖ similarly the dictionary defines a ‗leader‘ as ―the person who leads or commands a group,

organization, or country‖. According to Udai Pareek in Understanding organizational behaviour 3rd

edition by

Sushma Khanna (2013), There is a need of leaders in every walks of life at all the levels. Tomorrows leader will

take faster decisions with De-bureaucratization, De-centralization and De-hierarchization. This will be achieved

through their profile/ character. Characteristics for tomorrows leader are Internality (Grand Vision, Internal

locus of control, Optimism and Professional will), Creativity (Innovation, Neoteny, Maverick mindset),

Humility (Self restraint, Empowering and culture building), Values (Values orientation, Ethics, People first and

Social concern) and Networking (Competence, Communication, Synergy building and Customer orientation).

According to (Prabhu & Rao, 1945, para. 18) in The Mind of Mahatma quoted Gandhi, saying, ―I have not the

shadow of a doubt that any man or woman can achieve what I have, if he or she would make the same effort and

cultivate the same hope and faith‖ . All leaders, whether they are great or small, can follow the servant leadership

qualities of Gandhi and make an impact in the society, country, and business. According to Field Marshal Sam

Manekshaw while delivering a Lecture at Defense Services College, Wellington on Leadership and Discipline

on 11th November, 1998 rightly said that there is lack of leadership in India in every walk of life, whether it is

political, administrative, in our educational institutions, or whether it is our sports organizations. Wherever you

look, there is lack of leadership. While addressing whether leaders are born or be made, He said that if leaders are

not born, can leaders be made? My answer is yes. Give me a man or a woman with a common sense and decency,

and I can make a leader out of him or her. What are the attributes of leadership? The main attribute of leadership

are professional knowledge and professional competence which is to be acquired by hard work and by constant

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study with the ability to make up your mind to make a decision and accept full responsibility for that decision

along with Absolute Honesty, fairness and justice as we are dealing with people with Moral and Physical Courage

which is the ability to distinguish right from wrong and what having done so. He said that A „yes man‟ is a

dangerous man. Field Marshal Sam Manekshaw on professional knowledge and professional competence said

“Can those of our political masters who are responsible for the security and defense of this country cross their

hearts and say they have ever read a book on military history, on strategy, on weapons developments. Can they

distinguish a mortar from a motor, a gun from a howitzer, a guerrilla from a gorilla, though a vast majority of them

resemble the latter. Unless you know what you are talking about, unless you understand your profession, you can

never be a leader. Leadership is the life blood of an army. It emphasis's on what is expected of Army leaders and

aims to improve individual and collective performance. ‗General Sir Patrick Howard-Dobson of US army

once said: Some day you may have to lead men into battle and ask them to do their duty, and you will do it

through Love. You must always put them first. If you arrive somewhere half destroyed, half exhausted at the end

of a hard march, do you worry about your food, your bed, and your rest? No you do not. You must make sure

they are fed, rested and have somewhere to sleep. You must make sure arrangements are made for their safety

and guards placed, runners sent, whatever is necessary, and it will be a lot. But, if you do this you‘ll find that

you never have to worry about yourself, because as you look after them, so they will look after you. As they

come to know that you love and care for them, so they will love you, and through love for you and for one

another they will be the best soldiers the world has seen.‘ According to Sun Tzu:- Leadership is a matter of

intelligence, trustworthiness, humaneness, courage, and discipline . . . Reliance on intelligence alone results in

rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence

on the strength of courage results in violence. Excessive discipline and sternness in command result in cruelty.

When one has all five virtues together, each appropriate to its function, then one can be a leader.‘ According to

Nixon Fernando who has ten years teaching experience at the prestigious National Defence Academy as a

lecturer pointed out the Challenges in leadership development for the Indian Armed Forces taking a note on

Indian military Leaders about news of irregularities, increased corruption and also instances of skirmishes

between the men and the officers. This is attributed generally to degradation of values in society; but the finger of

suspicion also points at the defects in the leadership development methods. Quite naturally, when leadership is

suspected questions also arise about the processes of selection and training of the officers. Lt Gen Mukesh

Sabharwal, PVSM, AVSM, VSM (retd) also highlighted the Challenges of Human Resource Management in the

Indian Army and considered it as extremely vital issue because its strength has always been its soldier. He also said

that institutions do not transform – its people do; platforms and organizations do not defend the country – people

do. Nitin A. Gokhale on Changing Socio-economic Norms and its Impact on India‟s Armed Forces and

‘Why is Officer–Men Relationship Declining in the Army?’ also highlighted the leadership issue of Indian

forces. S.R.R. Aiyengar on Ethics and Military Leadership rightly highlighted the fault Lines in Ethical

Conduct Affecting Military Leadership as loyality syndrome, obession with image, drive for success,

Authoritarianism versus personal example, Majority have the feeling that unethical officers are making to higher

ranks, Belief of ends justifying the means, Selfish, promotion-oriented behaviour, disregard for principles…

accomplishing the most trivial of missions with zero defects, and Aberrations in private behaviour. Brigadier

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Chitranjan Sawant, VSM on GENERATIONAL CHANGE IN COMMAND OF IAF highlighted the leadership

issues while new chief was taking over command. According to Maj Gen Sukhwant Singh, Indian Military

Leadership needs a relook? Col Ajai Shukla in ―Of lions, deer and military leadership” speaks the cardinal truth

we would not like to hear about senior officers and their thought about leadership. He highlighted that over a drink,

ask any junior or mid-ranking officer, and you will find disillusionment with senior commanders and with a

working environment that rewards the safe and predictable rather than the bold and unexpected. Recent

controversies have exacerbated murmurs that generals only think about themselves. Talk to the generals, on the

other hand, and they express disappointment over the “poor quality” of young officers. He rightly highlighted

about a growing culture of conformity: an intolerance of alternative viewpoints that is the natural attribute of

under-confident commanders. This causes the boss‘ viewpoint (itself springing from what he thinks his boss‘

viewpoint might be) to become the viewpoint of everyone down the chain — effectively killing any prospect of

internal reform. The system cannot be challenged from within, since any discussion about alternative leadership

models presupposes that the existing model might be less than perfect. Maj Gen Mrinal Suman wrote an article

on ―Superseded Officers: Handle them with Compassion‖ and raised existing leadership issues. Col Vinay B

Dalv while writing his book “Victory India: A Key to Quality Military Leadership” gives the true overall picture

of the 'national leadership crises'.

III. CHANGE

Change is the present required quantity/ quality which is necessary for growth and development or survival for

any society/ organization/ country in future. Change is continuous and universal. As time can not be stopped so

as the change. Visionary leaders think about needed change for future and use it for the betterment of society/

country. According to John F Kennedy: For time and the world do not stand still. ―Change is the law of life

and those who look only to the past and the present are certain to miss the future‖. In the last 50 years , the

whole world have witnessed some recent developments like Globalization, Industrialization, Flattening of Globe,

Use of information technology, concept of Privacy, education, Social responsibilities and ethics. Our country has

also excelled from least developed to rapidly developing nation. Many leaders have contributed in this journey.

In some walks of life, change was required and genuine and in others was not so required or was unwelcome.

We see a blind change in some areas like degradation in moral values (Corruption, Rape cases, Dowry death etc),

inefficient use of man and material (Fratricides, Suicide, misuse/ exploitation of natural resources) and many

other fields. Military organizations have to adopt change very frequently due to its work culture. Sometimes it is

heartily welcomed from inside or sometime it is compelled from outside. Change in the forces should be in

controlled manner to maintain its delicate balance. Recent cases of ―Man - Officers relations‖ and fake

encounters at borders are some of the cases of accepting blind change or not realizing the needed change at

middle or higher level of military leadership. In Challenges for Indian Air Force: 2032 by Vivek Kapur,

Wastage of Manpower is highlighted. He writes: This situation of a lack of manpower is made worse by the

IAF‘s tilt towards the fighter stream of the flying branch for promotions to higher ranks and for several posts at

all levels. While the IAF‘s human resource system appears to meet the organization‘s requirements, there is

scope for

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improvement to make the system more efficient in utilizing all available resources effectively for the greater

good of the service. This shows the senior leadership priorities about HRM.

He further writes, Aggravating the situation is the trend of raising new units from within existing resources in

interest of quick inductions of new equipment, leading through this expediency to numbers that look good on

paper but are actually sub-optimal combat capability realization on the ground.

IV. MOTIVATION

Motivation is fulfilling an existing motive. This term is as old as the humanity. Humans like together in groups,

communities, states or country. They do so as they have some motives. They remain part of these institutions

till there motives are fulfilled. According to many researchers and writers (Uday Pareek, DM Pestonjee, Robbins)

Two school of thought are main for Motivation. First is Need theories and second is cognitive theories. In the

need theories, Abrahm Maslow‘s Need Hierarchy, Doglus McGregeor‘s theory X and theory Y, Alderfer‘s ERG

theory, Herzberg‘s Two factor theory and McClelland‘s three motive theory are the main. In the cognitive

theories, Victor Vroom‘s expectancy theory, J Stacy Adam‘s Equity theory, JF Skinner‘s Reinforcement theory,

Smith and Cranny‘s theory of work motivation and cognitive evaluation theory are main. Military organizations

are more affected due to life risk in its operations. Good leadership and training are the real antidote for

motivation and combating stress arised due to change. Most of the operations are fought by lower level of

soldiers or supervisors so the Junior leaders must plan and execute these operations by setting personal

examples and middle or senior level leaders must realise their presence to the lower ones. Junior leaders must

involve there selves in the life of a soldier and inter-personal communication should be best to fulfill any social

need of soldiers. A good leader is the difference between a good unit and a not-so-good unit. Right man for right

work is the duty of these leaders to maintain highest level of motivation among soldiers. They should feel that

every one is an asset to unit/ station/ formation. The role of junior leadership in minimising stress is crucial.

Wars like Afghanistan and Iraq have the ―strategic‖ role of corporals and sergeants. The Indian defense forces

are no different. We need to bring about an institutional change in delegation of combat and administrative tasks

to JCOs/ NCOs. According to Lt Col Arun Chopra, Indian defense forces are the perfect learning place for

motivation due to diversity of the forces and the work culture itself. Their is a need for Modernising the

Motivational Context of the Indian Armed Forces as that middle and senior know the Culture, ethos and

motivational philosophy for subordinates. Motivational Dilemma Of Indian Armed Forces by Seema Sengupta

highlights the insensitivity of highest level of leaders towards junior leaders. In Changing Socio-economic

Norms and its Impact on India‟s Armed Forces by Nitin A. Gokhale, A former Vice Chief of the Army Staff,

Lieutenant General Vijay Oberoi, also says it is a matter of concern and it is time to take note. In a recent article,

General Oberoi stated: ‗Three incidents of collective indiscipline by jawans in the last few months, reflecting a

breakdown in the traditionally close officer–man relationship, are a cause for concern, especially as all three of

them are related to combat units, where a stable and healthy officer–man relationship is an article of faith.‘ This

shows the level of motivation in combat units. The suicide rate in Air force, Army and Navy have been alarming

in the last 10 years.

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V. NEED OF THE STUDY

Leadership remains the key for the survival of any organisation. Many academician has explored this topic in

details for the general good. Business organizations have also contributed in this field from their own

prospective. The benefit of leadership is reflected in extra profits due to visionary leadership provided. Military

formations always depend upon their leaders for any offensive or defensive action. Here life always remains at

risk and leaders are directly accounted for. So, in military affairs, the role of leadership is more vital than others.

Many research papers have been presented on leadership of Indian defense forces specially on Indian Army.

Their also, the effects of leadership on the grass root level is not studied in depth. On leadership of Indian Air

Force, research done is very limited. So, here is a need of dedicated research on interlinking of leadership,

change and motivation from the perspective of lower level Airwarriors i.e. Airmen & Sergeants of Indian Air

Force.

VI. SCOPE OF THE STUDY

This study is centered around the leadership styles of junior leaders of Indian Air Force for decision making

with the study of required change and the effect of this change on motivation of lower level Airwarriors i.e.

Airmen & Sergeants (SNCO) in Indian Air Force. As the study is done selectively on Indian Air Force only,

there will be certain limitations of this study.

VII. RESEARCH OBJECTIVES

(i) To study the leadership styles adopted by junior leaders in IAF.

(ii) Is their any difference in leadership styles in peace and field units/ stations.

(iii) How much satisfied are the airwarriors with ―leading by personal example‖ of their leaders.

(iv) How the change is managed by juniors leaders at grass root level.

(v) How it affect the motivation of the airwarriors at bottom.

(vi) Is there any change in motivation in peace and field units/ stations.

7.1 Limitations of the Study

(a) Research in limited of Indian Air Force only.

(b) Only Junior leadership for leadership and lower level airwarriors (AC to Sergeant) are considered for

research.

(c) Sample selection have certain limitations due to geographical deployment of Air Force based on posting

at different peace and field units. These Airwarriors are selected based on Technical/ Non technical background

and considering the Static/ Flying/ Mobile formation/ units as well.

(d) Sample size in less.

(e) Personal bias of individuals while replying the questionnaire are also seen.

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(f) Other limitations may also affect this study which are not enumerated here.

7.2 Research Methodology

Type of Research : Descriptive

Research approach: Qualitative

Sampling Unit: Indian Air Force

Sampling Technique: Random

Data collection Method: Survey

Data Collection Tool: Questionnaire

Source of Data: Primary data will be collected with the help of questionnaire and Secondary data will

be collected from Published material (Vayu Jan Shakti, Blue Glory, Flight Safety Magazine), Air force official

website, Various journals and articles of defense institute of psychological research (DIPR) and other institutions

on Indian defense forces.

7.2.1 Sample

For this study, Primary data input was taken from 100 serving airwarriors (Aircraftsman to Sergeant) posted at

different peace and field units in Indian Air Force. These Airwarriors were selected based on Technical/

Non-technical background and on posting in peace/ Field units while considering the Static/ Flying/ Mobile

formation/ units as well. Out of 100 Airmen & SNCO‘s which have participated in this study, there were 30

Aircraftsman & Leading Aircraftsman, 35 Corporals and 35 Sergeant who have extended their valuable input for

this research. They were two group of 10 and 20-25 from Admin & technical background based on the strength

of these streams in IAF. Their age lies between 20-40 Years with a mean of 28.19. Their length of service ranged

from 04-20 years with a mean of 9.34. Majority of the airwarriors were graduate (42%) and 24% were

postgraduate with only 32% were intermediate. 2% were PhD. Each Airwarrior filled a questionnaire, which

covered three dimensions (Leadership, Change and Motivation) considering all the aspect of decision-making

and other factors related to Indian Air Force.

The demographic details are as shown in table -1.

Table 1: Showing demographic data

7.2.3 Sampling Procedure & Instruments

A number of interactions were planned for better understanding and communication with the help of my entry

mates posted at different places to cover peace and field units in all regions. The entire participant filled a

Variable Minimu

m

Maximu

m

Mean

Age 20 40 28.19

Length of

service

04 20 9.34

Years of

Education

12 21 15.29

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questionnaire which was prepared considering all the expected situations which arise in the Indian Air Force.

Feasibility study was conducted. It consists of 30 questions. 30 questions were divide into three main segments.

Thirteen for Leadership, six for change and eleven for motivation. It usually took 20 minutes to complete this

test. This test is designed for taking feedback from airwarriors at lower level. Data was encoded and analyzed

using the SSPS Statistics tools for windows. The survey data obtained was analyzed and results were drawn to

make inference about the junior leadership of IAF, how they manage change and the effect on the motivation of

lower level airwarriors.

7.3 Results and Discussion

Table 2 gives the overview of the scores and standard deviation of five dimensions of Leadership.

Leadership

Table – 2 Overview of the scores & standard deviation

Table 3 gives the overview of scores and standard deviations of three dimensions adopted by leaders for

managing change.

Q No N Mean Standard

Deviation

11 100 62.64 2.91

12 100 59.30 7.89

13 100 58.62 5.49

Q No N Mean Standard

Deviation

1 100 53.17 6.39

2 100 63.27 9.83

3 100 65.12 3.26

4 100 64.87 3.05

5 100 60.42 8.47

6 100 62.91 7.62

7 100 61.15 6.89

8 100 52.38 7.34

9 100 60.89 3.56

10 100 62.43 3.24

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Change

Table – 3 Overview of the scores & standard deviation

Table 4 gives the overview of the scores and standard deviation of five dimensions of motivation.

Motivation

Table – 4 Overview of the scores & standard deviation

7.3.1 Results & discussion

After processing the above data of Table 2 on leadership with standard tool's, It is found that Leadership styles

of junior leaders varied at different times, Clarity about the vision of these leaders was not understood clearly by

lower level airwarriors, decisions taken by Supervisor/SNCO IC/ WO IC were modified/ changed frequently

and leading by setting personal example was not found at junior leadership. When data of Table 3 on Change

was processed, it was observed that the rate of change adopted by Air force affects the motivation level of lower

level airwarriors. Further, This change can be implemented more effectively by young leaders. On processing

Q No N Mean Standard

Deviation

14 100 65.17 2.72

15 100 60.62 4.23

16 100 59.54 7.16

17 100 62.38 3.23

18 100 57.36 7.64

19 100 60.82 7.06

Q No N Mean Standard

Deviation

20 100 65.47 2.18

21 100 59.36 7.01

22 100 58.76 7.43

23 100 62.82 2.71

Q No N Mean Standard

Deviation

24 100 59.43 3.26

25 100 62.86 2.25

26 100 58.63 7.64

27 100 59.23 7.06

28 100 60.84 3.48

29 100 57.92 6.83

30 100 62.67 7.21

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Data of Table 4 on Motivation, Decisions taken by junior leadership were frequently change on the same

subject whereas the motivation of lower level airwarriors was not same as the change was resulting change in

motivation level of Aircraftsmen to Sergeant whereas most of the changes were at the unit/ station level only.

VIII. CONCLUSION

Result revealed that change is frequent in Indian Air Force and there is no unique leadership style applied by the

leaders of various formations in this organization. Result also revealed that frequent change directly affects the

motivation of airwarriors specially at lower level. Leadership styles applied by the leaders differed from

situation to situation. Difference was observed about change in smaller and larger formations. At the same unit/

station, motivation and management of change differed from leader to leader. So, it was concluded that there is

no one leadership style which is suitable for all the formations in IAF. Change or Motivation is dependent upon

the situation or on the leader of that day. It was more or less the situation which seems to be guiding the leaders

to opt a particular leadership style for make decision and to manage change and to motivate the subordinates. On

the leadership front, it is concluded that Leadership styles of junior leaders changed from situation to situation

and due to this, vision of junior leadership was not clear to the bottom airwarriors. Decisions taken

Supervisor/SNCO IC/ WO IC were modified/ changed frequently which created sometimes a state of confusion

and affected motivation also. Leading by setting personal example was not found at this level. Fast change was

brought by junior leadership sometimes on the same subject which could have been implemented more

efficiently for motivating the lower level airwarriors.

IX. RECOMMENDATION

The recent socio-economic changes in Indian have changed the recruitment scenario of the force. Earlier, less

educated individuals joined the force , less expectations, More respect in the society, no comparison outside. But

today the outcomes is different. So it is recommended that juniors leaders will study the ground realities in the

force and outside before taking decisions and implementing them. They should lad by setting personal examples.

While considering certain limitations of this research, It is recommended that outcome of this research can be

used as a guiding force for further extensive study with large sample size with equal representation from all the

commands.

X. ACKNOWLEDGMENT

The authors would like to extend heartfelt gratitude to all the participants of Indian Air Force for participating in

this study and extending their valuable input.

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Armed-Forces#sthash.QfiDbtXa.dpuf, Published on 25 Jun 2011

[26] Motivational Dilemma Of Indian Armed Forces – Analysis By Seema Sengupta, October 13, 2011

[27] Of lions, deer and military leadership by Col Ajai Shukla (Original text appears in ‗Business Standard‘ and

on Col Shukla‘s blog.)

[28] Superseded Officers: Handle them with Compassion by Maj Gen Mrinal Suman Date:21 Jun , 2014

[29] Indian Air Force: Is it an Expeditionary Force? By Gp Capt (Retd) PI Muralidharan, India articles, #4232, 2

January 2014

[20] Infighting in army in Samba, Antony seeks report, August 09, 2012 15:40 IST © Copyright 2013 PTI.

[30] Challenges in leadership development for the Indian Armed Forces by Nixon Fernando, Professor,

Nixon.f@greatlakes.edu.in

[31] Learning leadership in the military, By: Ellen Van Velsor, Corey Criswell, Katie Puryear, and Neil

Hollenbeck, Issued September 2011, www.ccl.org

[32] Military Leadership: A Context Specific Review: Leonard Wong, Strategic Studies Institute, U.S. Army

War College, 122 Forbes Avenue, Carlisle, PA Paul Bliese Walter Reed Army Institute of Research, USA

Dennis McGurk Walter Reed Army Institute of Research, USA Follow this and additional works at:

http://digitalcommons.unl.edu/usarmyresearch

[33] Developing a Leadership Philosophy by Colonel Maureen K. Leboeuf, US Army

[34] Challenges of Man Management and Combat Stress in LIC Environment by Brig JARKEN GAMLIN

www.claws.in

[35] An overview of psychological factors and interventions in air combat operations by Dr Catherine Joseph*

IJASM 2007; 51(2): 1-16

[36] International Journal of Leadership Studies, Vol. 7 Iss. 2, 2012 © 2012 School of Global Leadership

&Entrepreneurship, Regent University ISSN 1554-3145

[37] Influence of Organizational Role Stress on Perceived Burnout among Military Aircrew by Kalpna Anand,

YK Nagle, Nishi Misra, Shivani Dangi, Defence Institute of Psychological Research, DRDO, Delhi.

252 | P a g e

International Journal of Scientific and Research Publications, Volume 3, Issue 2, February 2013 1 ISSN

2250-3153

[38] Challenges of Human Resource Management in the Indian Army Author: Lt Gen Mukesh Sabharwal,

PVSM, AVSM, VSM (retd)