Afdd 1 1 leadership and force development

Afdd 1 1 leadership and force development


Air Force Doctrine Document 1-1: Leadership and Force Development [This page was last updated on February 18, 2006] [download pdf – 905KB] “This paper serves as a guide for Air Force leaders as they carry out their missions. It provides a benchmark for leaders at all levels of the Air Force to prepare themselves and their forces for operations. This is critical for the effectiveness of the Air Force’s highly versatile and quick-response operations, which it conducts either individually or as part of a joint/multinational task force. Doctrine outlines how air and space forces can be used in military operations and acts as a guide for professional judgment rather than a collection of rigid guidelines. It represents the Air Force’s view of the best way to complete a task in order to meet national objectives.”

Afdd 2-1

The options available to the Air Force to meet its current and future needs for STEM-capable personnel, including both STEM-degreed and STEM-aware military officers and civilians, are discussed in this chapter. The final segment discusses the challenges of using contractor staff to meet STEM capacity requirements. The conclusions and recommendations of the committee are summarized at the end of each major topic of discussion. Some of the guidelines are based on the results from Chapters 2 through 5, as well as the ones presented here.
The Air Force currently meets its STEM capability requirements using a mix of organic and contracted personnel services. Since the Air Force works in a complex and unpredictable world, it requires authorities, strategies, and processes that enable it to adapt its combination of organic and contractor personnel resources to meet evolving demands, opportunities, and constraints.
When deciding whether a military officer or a civilian from the Federal Civil Service should fill an organic role requiring STEM capacity, the general rule has been to fill the position with a civilian unless the need for a military officer is compelling. For example, operational experience may be needed to define or access operational requirements and capabilities of materiel to be produced, acquired, or tested, or it may be required to define or access operational requirements and capabilities of materiel to be developed, acquired, or tested. The Air Force has selectively filled a range of junior technical positions—typically within the Air Force Research Laboratory (AFRL)—with newly commissioned officers who have STEM degrees, as a significant exception to this general policy. These young officers carry cutting-edge technological skills, which are often needed in fields where the state of the science is constantly (and rapidly) changing.

Afi 1-1

The Pentagon reported Sept. 3 that volunteers from five military medical facilities across the United States will participate in a Phase III trial to test biopharmaceutical giant AstraZeneca’s coronavirus vaccine. There’s something new about resiliency.
AFDD 1-1 is a direct descendant of a long line of Air Force records that have chronicled the Service’s leadership since its inception. Small businesses will benefit from this virtual Tech Warrior OPS event. The most recent episode of the Air Force Podcast was recently released. Leadership and Force Growth, Air Force Doctrine Document (AFDD) 1-1, is the Air Force’s capstone doctrinal publication on leadership and how the Service uses force development to cultivate leaders. In the 1950s and 1960s, leadership-doctrine publications stressed mission and theory, with the former inspired by context and the latter by civilian writings and academic leadership studies. 59th Orthopedics and Rehabilitation Squadron’s Tyrone Davis

Air force institutional competencies

Greenland’s THULE AIR BASE — We’re told to be leaders, to show leadership, and to aspire to be better leaders almost from the moment we join the Air Force. Although the military does not have exclusive rights to leadership training and education, we do have a unique viewpoint about what it means to be a leader.
I was reminded of this recently when a civilian colleague half-jokingly suggested that I shouldn’t have any trouble finishing a project: “Because you’re in charge, all you have to do is tell some Airmen to go get it and do it.” But, as we all know, it’s not that easy!
You’ve seen some of the trappings that come with being a leader if you’ve served in the military for some amount of time. You’ve seen commanders receive traditions and courtesies, you’ve heard an NCOIC praised for his shop’s work, and you’ve seen an officer or NCO team leader acknowledge accolades for the team’s achievements. Unfortunately, you may have noticed a few people who believe the honors and courtesies they earn are due to them because of who they are rather than the positions of trust they occupy. Being “in control” is a responsibility; it is also a privilege, but it is not a benefit.