With the Center for Applied Social Research at the University of Oklahoma, the CLS at Binghamton is involved in a multi-year project to build and validate models of collective planning and collective leadership for the U.S. Army. The CLS expertise in multi-level and collective leadership approaches is a key part of this research and application to improve Army operations.
In conjunction with Binghamton University Senior Staff and Human Resources, the CLS at Binghamton is involved in a multi-year training/development and evaluation program, the BULDP (Binghamton University Leadership Development Program), to enhance the leadership skills and effectiveness of campus faculty, staff, and administrative leaders.
Job Skills for the Navy
In conjunction with SkillsNet, Inc., the Center for Applied Social Research at the University of Oklahoma, and the Institute for Simulation and Training at the University of Central Florida, the CLS at Binghamton is involved in a multi-year project to assess, redesign, and implement an enhanced human resources system for the U.S. Navy. The CLS expertise in teams, leadership, team leadership, and leadership development is a key part of this research and application to improve Fleet Operations.
Development of Officer Leadership for the Army
After NextIn 1999, with an $800,000 four-year grant from the Army Research Institute two true field experiments will be designed and implemented to test whether transformational leadership can be developed among Senior Army Officers.
Southern Tier Leadership Academy
In 1999, with a $300,000, three-year grant from the New York State Department of Education, a leadership development program was instituted to enhance the leadership skills of high potential teachers to assume administrative roles.
Individual and Team Leadership Predicting Platoon Effectiveness
In 1997, with a three-year grant from the Army Research Institute for $550,000, a study was undertaken to examine how individual and group-level leadership contributes to overall platoon effectiveness.
Effects of Transformational Leadership on R&D Groups
In 1992, with a one-year grant from the Center for Innovation in Management Studies for $37,000, the managers and project leaders of 40 R&D groups were described using the Multifactor Leadership Questionnaire.
Development of Transformational Leadership
Beginning in 1991, with a three-year grant from the Army Research Institute of $463,754, the entering class of 1991 of 400 cadets at the Virginia Military Institute was followed while at the Institute. In addition to a comprehensive assessment of the cadet's personality, competencies, and life history upon entry, their performance as followers and leaders was tracked over time. This study was extended to the U.S. Military Academy at West Point.
Fitness and Promotion Recommendations for Transformational Naval Officers
In 1987, with a two-year grant from the Office of Naval Research of $181,810, a five percent random representative sample of junior grade officers in the fleet were described by their immediate followers using a military version of the Multifactor Leadership Questionnaire (MLQ). The MLQ predicted recommendations for early promotions and fitness ratings by superiors.