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Harvard Case - Reinventing the Command: General Janet Wolfenbarger's Values-Based Leadership Drives Change at the United States Air Force

"Reinventing the Command: General Janet Wolfenbarger's Values-Based Leadership Drives Change at the United States Air Force" Harvard business case study is written by Laura Winig, Dana Born, Patricia Garcia-Rios. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : May 12, 2016

At Fern Fort University, we recommend that the United States Air Force (USAF) continue to implement General Janet Wolfenbarger's values-based leadership approach as a core component of its organizational culture and strategic direction. This approach should be further developed and institutionalized through a comprehensive program that leverages best practices in leadership development, organizational change management, and diversity and inclusion initiatives.

2. Background

This case study focuses on General Janet Wolfenbarger's leadership during her tenure as the first female commander of the Air Force Materiel Command (AFMC). She faced a complex and challenging environment characterized by budget cuts, evolving technology, and a need for cultural transformation within the USAF. General Wolfenbarger's approach, rooted in values-based leadership, emphasized teamwork, communication, and a commitment to diversity and inclusion. She sought to foster a culture of innovation and collaboration, empowering employees to take ownership and contribute to the organization's success.

3. Analysis of the Case Study

General Wolfenbarger's leadership can be analyzed through the lens of several key organizational behavior frameworks:

  • Leadership Styles: General Wolfenbarger adopted a transformational leadership style, focusing on inspiring and motivating her team to achieve a shared vision. She fostered a culture of trust and transparency, empowering employees to take initiative and contribute to the organization's success. This approach is evident in her emphasis on open communication, employee engagement, and fostering a sense of purpose and shared responsibility.
  • Organizational Culture: General Wolfenbarger recognized the need for a culture shift within AFMC. She actively promoted a culture of diversity and inclusion, emphasizing the importance of diverse perspectives and experiences. This approach aimed to create a more welcoming and inclusive environment for all employees, regardless of background or gender.
  • Change Management: General Wolfenbarger implemented a structured approach to change management, emphasizing communication, collaboration, and employee involvement. She recognized the importance of addressing employee concerns and fostering a sense of ownership during the change process. This approach helped to minimize resistance and ensure a smoother transition to the new organizational structure and processes.
  • Team Dynamics: General Wolfenbarger understood the importance of effective teamwork and fostered a collaborative environment. She encouraged cross-functional collaboration, breaking down silos and promoting open communication across different departments. This approach facilitated the sharing of ideas, knowledge, and resources, leading to improved efficiency and innovation.
  • Motivation Theories: General Wolfenbarger's leadership approach aligned with intrinsic motivation theories, recognizing the importance of providing employees with a sense of purpose, autonomy, and mastery. She empowered employees to take ownership of their work, fostering a sense of pride and accomplishment. This approach contributed to higher levels of employee engagement and commitment.

4. Recommendations

To further enhance the USAF's organizational culture and performance, we recommend the following:

  1. Formalize and Institutionalize Values-Based Leadership: Develop a comprehensive leadership development program that incorporates General Wolfenbarger's values-based approach. This program should include training on leadership styles, emotional intelligence, communication skills, conflict resolution, and diversity and inclusion.
  2. Promote Diversity and Inclusion: Implement a strategic diversity and inclusion plan that actively recruits, retains, and develops a diverse workforce. This plan should address issues of unconscious bias, promote inclusive leadership practices, and create a more equitable and welcoming environment for all employees.
  3. Enhance Organizational Communication: Foster a culture of open and transparent communication, ensuring that all employees are informed about organizational goals, strategies, and changes. This can be achieved through regular communication channels, such as town hall meetings, employee surveys, and internal newsletters.
  4. Empower Employees: Create a culture of empowerment and ownership, encouraging employees to take initiative, contribute ideas, and be actively involved in decision-making processes. This can be achieved through employee engagement initiatives, performance management systems, and opportunities for professional development.
  5. Foster Innovation and Collaboration: Encourage a culture of innovation and collaboration by providing employees with the resources, support, and incentives to develop new ideas and solutions. This can be achieved through innovation challenges, cross-functional teams, and knowledge-sharing platforms.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: The recommendations align with the USAF's core values of integrity, service, and excellence. By fostering a culture of values-based leadership, diversity, and innovation, the USAF can enhance its ability to achieve its mission of providing airpower for the nation.
  2. External Customers and Internal Clients: The recommendations address the needs of both external customers, such as the American public, and internal clients, such as the USAF's personnel. By creating a more engaged, diverse, and innovative workforce, the USAF can better serve its customers and meet the demands of the evolving security environment.
  3. Competitors: The recommendations help the USAF stay ahead of its competitors by fostering a culture of innovation and agility, enabling it to adapt to rapidly changing technological advancements and operational requirements.
  4. Attractiveness: The recommendations contribute to the USAF's attractiveness as an employer, attracting and retaining top talent by offering a rewarding and fulfilling work environment.

6. Conclusion

General Janet Wolfenbarger's values-based leadership approach has proven to be an effective model for driving change and improving organizational performance within the USAF. By continuing to implement and institutionalize this approach, the USAF can further enhance its organizational culture, attract and retain top talent, and maintain its position as a leading global air force.

7. Discussion

Alternative approaches to organizational change might include more top-down, directive leadership styles or a focus on purely technical solutions. However, these approaches may not be as effective in fostering a culture of engagement, innovation, and long-term sustainability.

The recommendations are based on the assumption that the USAF leadership is committed to implementing these changes and that employees are receptive to a more values-driven and collaborative approach. However, there are potential risks associated with these recommendations, such as resistance to change, challenges in implementing diversity and inclusion initiatives, and the need for ongoing leadership development and support.

8. Next Steps

To implement these recommendations, the USAF should:

  • Develop a comprehensive leadership development program within the next 12 months.
  • Establish a diversity and inclusion task force within the next 6 months to develop a strategic plan.
  • Implement regular communication channels and employee engagement initiatives within the next 6 months.
  • Launch an innovation challenge within the next 12 months to encourage employee participation in developing new ideas and solutions.

By taking these steps, the USAF can build upon General Wolfenbarger's legacy and continue to evolve as a values-driven, innovative, and inclusive organization.

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Case Description

Due to proposed long-term cuts in the United States Department of Defense (DOD) budget, the DOD prioritized improving efficiencies, reducing overhead, and eliminating redundancies within its many commands. Accordingly, the Commander of Air Force Materiel Command (AFMC), the support command responsible for equipping the Air Force to keep it ready for war, assembled a small team, led by AFMC's Vice Commander, Lieutenant General Janet Wolfenbarger, to examine their options. Her team proposed to reorganize the command to align with the Secretary of Defense's efficiency mandate. Even so, Wolfenbarger anticipated opposition to the plan since it called for the elimination of seven of twelve AFMC centers-a move that would require support from the AFMC leadership, the Air Force, the DOD and Congress. Wolfenbarger knew she would need to draw on her lifetime of military leadership experience to accomplish her mission of successfully reorganizing AFMC. This case illustrates how a leader's life experiences shape their values and principles and how those personal and professional values can influence a leadership and management challenge. The case is accompanied by a two-part video supplement featuring an in-depth interview with General Janet Wolfenbarger. Part 1 (9:35 min.) focuses on the values that shaped Gen. Wolfenbarger's career early on, culminating when she became the first woman to achieve the rank of four-star general in the U.S. Air Force. Part 2 (15:47 min.) includes six short segments where Gen. Wolfenbarger talks about the specific leadership and implementation strategies she used to bring about the reorganization of the Air Force Materiel Command (AFMC), and shares insights about challenges and lessons learned.

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