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A Leadership Competency Model for U.S. Air Force Wing Chaplains
Abstract
This study examines the leadership competencies considered essential for performance as United States Air Force wing chaplains, who serve at the unique intersection of ministry and military leadership. The study is framed as a leadership development issue for wing chaplains and recognizes the lack of a validated competency model as a basis for such development. Producing a validated competency model was the goal of this study. The methodological design is based on Boersma's (1988) research into pastoral management competencies and Huth's (2006) similar study of Air Force healthcare administrators. A preliminary list of ministry and military leadership competencies formed the heart of the initial survey instrument, which was modified by a Delphi panel before being administered to active duty Air Force Chaplain Corps personnel. Exploratory factor analysis of 72 leadership competencies yielded a 15-factor solution. The study rank orders leadership competencies by calculated mean, details factor analysis results, and analyzes competency factors relative to significant demographic data. The relationship between wing chaplain preparation, wing chaplain performance, and personal job satisfaction is also discussed.
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In the citing paper
“Only one study focused specifically on leadership among Air Force chaplains (Costin, 2009).”
From The Emerging Servant Leadership and the False Narrative Among Air Force Chaplains (2025) · cites this paper as Costin, 2009
In the citing paper
“However, it focused primarily on Wing Chaplains, not chaplains of all ranks and positions.”
From The Emerging Servant Leadership and the False Narrative Among Air Force Chaplains (2025) · cites this paper as Costin, 2009
In the citing paper
“However, it did reveal that Ministry Practice was the lowest-ranking factor identified by Wing Chaplains, leaving room to explore why Ministry Practice ranked so low, particularly with Wing Chaplains ranking servant leadership as the 5 th most important factor (Costin, 2009).”
From The Emerging Servant Leadership and the False Narrative Among Air Force Chaplains (2025) · cites this paper as Costin, 2009
In the citing paper
“Additionally, although the Wing Chaplain Leadership Model (WCLM) used in the study identified servant leadership as the fifth most important factor to Wing Chaplains, it did not adequately address how chaplains balance servant leadership and career progressions (i.e.promotion) (Costin, 2009).”
From The Emerging Servant Leadership and the False Narrative Among Air Force Chaplains (2025) · cites this paper as Costin, 2009
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The Emerging Servant Leadership and the False Narrative Among Air Force Chaplains
Dyer, L. (2025) · Αρετή (Arete): Journal of Excellence in Global Leadership · doi:10.59319/arete.v3i1.897
Metadata
- Authors
- Costin, D. E.
- Publisher
- Defense Technical Information Center
- Published
- 2009-02-12
- Cited by
- 2
- References
- 0
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- CoChat. (2026). Citation check: A Leadership Competency Model for U.S. Air Force Wing Chaplains. https://app.cochat.ai/papers/10.21236/ada540058
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- Costin, D. E. (2009). A Leadership Competency Model for U.S. Air Force Wing Chaplains. https://doi.org/10.21236/ada540058
