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The Leader/Talent Matrix: An Empirical Perspective on Organizational Culture

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  • Tim Kane

Abstract

The United States military has a peculiar management dilemma: there is a strong consensus about the need – highlighted by numerous recent Secretaries of Defense – to reform personnel policies but uncertainty about how to proceed. In order to make private sector experiences and academic insights more relevant, this study presents a new, forty-element assessment of organizational leadership culture and talent management practices. Results from a survey of more than 566 respondents identify strengths and weaknesses between military and nonmilitary organizations. Although US armed forces are evaluated higher on a few elements of leadership culture, they have deep weaknesses in talent management. Regression analysis reveals which elements are significant factors for organizational performance.

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  • Tim Kane, 2015. "The Leader/Talent Matrix: An Empirical Perspective on Organizational Culture," Economics Working Papers 15106, Hoover Institution, Stanford University.
    • Handle: RePEc:hoo:wpaper:15106
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    1. Casey B. Mulligan, 2005. "Conscription as Regulation," American Law and Economics Review, Oxford University Press, vol. 7(1), pages 85-111.
    2. Asch, Beth J. & Hosek, James R. & Warner, John T., 2007. "New Economics of Manpower in the Post-Cold War Era," Handbook of Defense Economics, in: Keith Hartley & Todd Sandler (ed.), Handbook of Defense Economics, edition 1, volume 2, chapter 32, pages 1075-1138, Elsevier.
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