Exploring for Qualitative Study of Leadership for Air Force Civilians in Life Cycle Logistics

A life cycle logistician (LCL) is a member of the acquisition workforce that is responsible for the integration of all support elements to maximize readiness, supportability, and mobility of the system throughout the program life cycle. Becoming a LCL has its benefits within Air Force acquisitions. Most LCLs are concerned with the level of training and responsibility it takes to perform their task and to become a supervisor in acquisitions. The problems was leaders do not address workforce issues such as leadership development and the second problem was LCLs in junior positions at the Air Force acquisition centers are not receiving the leadership development needed to become senior leaders. This case study consisted of analyzing the needs of the junior Life Cycle Logistician (LCL) workforce, understanding which style of leadership to use with junior LCLs, and the preparation of senior leadership to junior LCLs to become better leaders in the future. Some of the mistakes were lack of formal communication between senior leadership and junior employees and mentoring junior employees to become senior leaders. The population of the study included acquisition logisticians from NCR ranging from senior acquisition logisticians to Senior Executive Service personnel with an acquisition logistics background. The population was more than 200 potential candidates, since availability was a concern, only 12 participants interviewed for the study. The implications of these findings were when authentic leadership behaviors increased, junior LCLs satisfaction increased, with support from senior LCLs. For the junior LCLs, it was apparent that they must take responsibility towards their own career progression. Junior LCLs, must strive to capture technical knowledge and obtain mentorship from senior LCLs. Mobility was an important factor for junior LCLs. The acquisition community must prepare stronger programs for junior LCLs to include leadership development and PME positions. Future research recommendations was attained for an examination of senior LCLs. The study of transformational leadership on Senior LCLs should have an expanded sample size with additional categories, locations, and demographics. The second study would be an ethnography study with stakeholder theory to examine civilian LCLs from another military service.