Perceptions of the Influence of Transformational Leadership on Active-Duty U.S. Army Soldiers’ Decision-Making in Enrolling Into Institutions of Higher Education: A Qualitative Phenomenological Study at a Southern State University

Abstract

AbstractThis dissertation in practice explored the perceptions and lived experiences of U.S. Army active-duty soldiers currently enrolled in a Southern state university, on how the U.S. Army’s transformational leadership policy may have influenced their enrolling in an institution of higher education. A phenomenological qualitative method was utilized. Data was received from seven semi-structured interviews of servicemen no longer on active duty. While the findings revealed the leadership they experienced while on active duty did influence their enrollment into higher education, this influence was not to be the main factor of the enrollment. All participants affirmed the experience of transformational leadership, but did not know it by name. Participants did note their military training and/or their GI Bill educational benefits were key to their enrollment into higher education. Also, all participants used the military as a place holder to find themselves and/or as a temporary bridge to something else. These findings revealed a need to provide an awareness of the success of and an affirmation of the Army culture of transformational leadership as well as their military benefits, affecting the soldiers’ personal advancement both in the military and in civilian life after discharge. Keywords: transformational leadership, military culture