Cohesion and Performance in Military Occupation Specialty Training
Authors: Orme Geoffrey J , Kehoe James E 
Published: October 2019

Introduction

Cohesion within military teams is not only vital to their performance but also modulates the adverse impact of work stressors on mental health, including depression, distress, and morale. This study stems from previous findings concerning cohesion during recruit training in the Australian Army. In that study, ratings of cohesion clustered on three dimensions, namely horizontal bonding among team members, vertical bonding with leaders, and organizational bonding with the wider army. Ratings on all three dimensions increased during recruit training, similar to what has been during U.S. Army basic training. The present study takes the next step, which is to determine the relationship between team cohesion and external measures of group performance during training in three types of military occupational specialty, specifically, infantry, quartermaster, and administrative clerk.

Materials and Methods

The final sample of respondents consisted of 261 infantry trainees, 22 quartermaster trainees, and 39 administrative clerk trainees. These sample sizes, their gender distribution (9% female), and age distribution are proportional to their representation in the Australian Army. The questionnaires given to trainees and their instructors were adapted from Siebold and Kelly’s Platoon Cohesion Index used for measuring the types of bonding within a team. The questionnaire for trainees was administered three times during their respective courses. The cohesion questionnaire for instructors was administered at the completion of training. This study was conducted under defence ethics approval DPR-LREP 069-15.

Results

The trainees’ ratings of horizontal, vertical, and organizational bonding generally started at a high value and further increased throughout each of the three courses. Vertical bonding tended to be higher than the horizontal bonding, which in turn was consistently higher than organizational bonding. At the end of each course, the trainees’ ratings of horizontal bonding had a large significant correlation with their instructors’ ratings of the trainees’ horizontal bonding (r = 0.70), while the ratings of vertical bonding by the trainees versus their instructors had a smaller correlation (r = 0.21). In relation to the trainees’ individual grades on their course, the trainees’ grades were not significantly correlated with their section’s horizontal bonding (r = 0.29), while their section’s mean grade was correlated with their instructors’ ratings of horizontal bonding (r = 0.44).

Conclusions

The present results during military occupational specialty training paralleled previous findings that Australian Army recruits quickly developed solid team cohesion early in their training, which generally continued to rise in all three courses. Furthermore, as seen previously with recruits, vertical bonding between section members in all three courses and their instructor leaders tended to be higher than horizontal bonding among team members, which in turn was higher than vertical bonding of the trainees with the wider Army. These findings have useful implications for health professionals. When discussing feelings of depression, distress, and low morale, health professionals might explore a military member’s sense of bonding with their team members, their leaders, and their wider organization as possible contributors to their concerns. By the same token, advice aimed at promoting cohesion may help evoke their protective effects.