The Great Divide: A Phenomenological Study on Leadership Development among Part-time California National Guard Commissioned Officers

Abstract

A critical challenge for National Guard organizations is that most commissioned officers are part-time. Part-time officers do not have leadership development and mentoring opportunities similar to their full-time peers, thus, limiting access and effectiveness in leadership positions. The aim of this phenomenological study was to explore the lived experiences of part-time California National Guard commissioned officers regarding career advancement and leadership development. Data collection took place using semi-structured interviews. The aims were to understand how professional development of part-time military leaders is supported by (a) civilian careers, (b) family, (c) personal and professional values, (d) formal education, (e) role models and mentors, and (f) historical military structure. The conceptual framework was comprised of literature related to military structure, leadership development, and mentoring. The interviews were semi-structured and conducted one-on-one. Using verbatim transcripts, in vivo coding was the primary method for data analysis. The initial coding involved identifying recurring words or phrases which led to emerging themes and subthemes. Repetitive coding led to the forming of categories and patterns that reinforced and added new themes and subthemes. After the initial coding, the use of descriptive coding resulted in five themes: (a) political nature, (b) mentoring, (c) support, (d) gratitude, and (e) mindset. The results included: (a) have realistic expectations, (b) be proactive throughout your career, (c) embrace your responsibility as a leader, (d) mentorship is important regardless of whether formal or informal, and (e) find a mentor early in your career. Most participants suggested that organizations had limitations and challenges. Individuals' primary responsibility was to understand that every system has imperfections. All participants mentioned that individual soldiers have responsibilities to aggressively enhance and progress their careers, lead decisively, and display strength through action. All participants expressed that service is a privilege, and soldiers should approach service with gratitude and enthusiasm. All participants agreed mentorship supports success. The participants' perceptions varied concerning relevant forms, but all agreed on early and continuing mentoring. Most participants suggested seeking mentors regardless of formal program availability. The results inform service members and military organizations concerning part-time officers' career progression and organizational practices, including mentoring. Keywords: National Guard, military, leadership, mentoring, training, reservist, officerEd.D., Educational Leadership and Management -- Drexel University, 202