Putting Experience First

This thesis explored the impact of the Army junior officer development model upon combat effectiveness. The research hypothesis was junior officers do not receive sufficient experiential development prior to implementation as direct leaders, which may have a negative impact upon the combat effectiveness of the units they lead. This thesis defined the current Army junior officer development model, surveyed the evolution of officer development, and explored alternative models used by selected international armies. Research used qualitative analysis to evaluate impacts to combat effectiveness of direct units led by junior officers, using four criteria: the occupational screening process of military personnel; technical competence and organizational stress; confidence, judgment, and the ability to lead by example; and empathy for and understanding of subordinates. Analysis of these criteria across multiple disciplinary sources revealed a bias toward degraded combat effectiveness of units led by junior officers without prior military experience. Analysis also revealed a common period of on the job learning used by many armies throughout history to immerse future leaders in military culture and operations. The thesis recommended the Army begin requiring two years of enlisted service as a pre-requisite of commissioning in order to provide more well-rounded, capable direct leaders.