Combat Motivation

Health and Well‐Being in Highly Cohesive Units of the U.S. Army1

“…The data, however, do make some possibilities more or less plausible. They confirm, for example, the assertions of many military and nonmilitary observers (e.g., Beaumont, 1974;Bourne, 1970;Kellett, 1982) that A-teams are among the most highly cohesive units in the U.S. Army. They confirm our speculations that "high-cohesion" might well be translated as "characterized by high levels of mutual social support."…”

Predicting Leadership Success in Extreme Organizations: A Prospective Study From Pre-Recruitment Through Leading in Real-Life

“…The critical nature of high-risk, high-gain organizations (Geier, 2016) demands that effective and competent leaders cope with stress and respond to highly stimulating and challenging work environments (Kellett, 2013). The study focused on an examination and comparison of each phase and its interaction with leadership components regarding leaders’ success.…”

“…It may even influence the very existence of some organizations and their members (Eversole et al, 2012). Specifically, extremely stressful occupational disciplines are unique in their atypical levels of pressure and danger (Kellett, 2013) and the consequences of ineffective performance (Bell et al, 2018). Repeated calls have been heard for more research to facilitate the understanding of the factors that contribute to the leader's effectiveness within such crucial organizations (Keeton et al, 2012).…”

“…Extreme contexts demand professional and effective leaders who can cope with stress and respond to this highly stimulating and challenging work environment (Kellett, 2013). Thus, long-term training procedures are common for obtaining the most professional and prepared employees and team leaders in these organizations.…”

Relationships Between Vertical Cohesion and Performance in Light Infantry Squads, Platoons, and Companies at the Joint Readiness Training Center (JRTC)

“…They tend to have the solidarity they need to function as a team to get the job done. They also have models to follow--leaders with whom they can identify and trust (Gal, 1986;Kellett, 1987;Mitchell and Trickett, 1980). When those bonds with leaders have been weak, more casualties occurred (Mitchell and Trickett, 1980;Noy, 1987;Steiner and Neumann, 1978).…”