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This research project investigated the power of leadership self-development in the US Air Force. Current operational assignment policies and formal training were evaluated for their value in developing leadership and preparing rated officers for squadron command. The research sought to determine the leadership development center of gravity or if the three means of leadership development work together equally. Limitations to the current system of leadership self-development were reviewed with specific attention to the mentoring and professional reading programs. The research concluded that self-development is not the most critical aspect of leadership preparation for US Air Force rated officers, but rather is the means to maximize the effect of formal education and the rated assignment system. Recommendations include the development of US Air Force leadership doctrine and a leadership self-development program.
