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Cultural Themes in Messages from Top Air Force Leaders, 2005-2008

机译：2005 - 2008年高级空军领导人信息中的文化主题

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An organization's senior leadership can create, embed, and transmit an organization's culture. What leaders consistently pay attention to, reward, control, and react to emotionally provides an overarching cultural framework and can signal leaders' priorities for the organization. Inconsistent or nonsalient goals from leaders can cause confusion among subordinates and foster the emergence of an abundant set of subcultures within an organization, some of which may undermine organizational priorities. To help the Air Force ensure that the emphasis and content of messages its top senior leaders aim at its personnel reinforce stated cultural goals, RAND researchers conducted this analysis of cultural themes within these communications. The cultural goals of the Air Force leadership included 1. define the organization's purpose and identity for its members 2. promote the Air Force's core values 3. create a shared identity across the Air Force 4. reinforce a sense of value, recognition, and belonging among all Air Force personnel 5. care for the well-being of Airmen. Air Force publications, such as former Secretary of the Air Force Michael Wynne's Air Force Goal Card, expressed these in various forms. RAND assessed the level of consistency of senior leadership messages with these goals, using the set of messages addressed to Air Force personnel by Gen T. Michael Moseley (CSAF, September 2005-August 2008), the Honorable Michael W. Wynne (SECAF, November 2005-June 2008), and CMSgt Rodney J. McKinley (CMSAF, June 2006-present). We used a standard content analysis methodology to analyze the following messages dating from September 2005 to March 2008: 'Letter to Airmen' (either from the SECAF or jointly from the SECAF and CSAF), 'CSAF's Scope,' 'CSAF's Vector,' or 'The Enlisted Perspective' (from CMSAF).

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