3.1.6 Tacit Knowledge for Measuring Leadership (a scenario-based tool)
Purpose
The Tacit Knowledge for Military Leadership (TKML) instrument measures tacit knowledge —that is, practical, action-oriented knowledge gained through personal experience rather than formal instruction—within a military context. Its purpose is to identify the tacit knowledge of military leaders and develop and offer an instrument to measure the amount of tacit knowledge that military leaders possess, thus, understanding why some leaders are more successful than others. Intrapersonal tacit knowledge, which involves self-management, time and priority management, seeking challenges, and taking responsibility
Interpersonal tacit knowledge, which involves influencing and controlling others, supporting and cooperating with them, and learning from them
Organizational tacit knowledge, which involves solving organizational problems
The test is intended for military leaders and personnel who are in or aspiring to leadership positions. The results can be used by military training and development officers to tailor leadership development programs. Results can also be utilized by higher command to identify potential leaders and to understand strengths and areas for improvement among current leaders. Additionally, the insights gained from the TKML can inform organizational strategies and policies related to leadership development and succession planning.
Description
The TKML instrument was developed by researchers in collaboration with active-duty Army officers. Interrater reliability has been reported as .73. Research also shows that TKML can distinguish between different leadership levels. A statistical analysis showed experienced battalion commanders, company commanders, and even platoon leaders responded differently to the TKML questions (Hedlund, et al., 1998). Additionally, the TKML scores were moderately correlated with independent measures of job performance, ranging from .3 to .5. These findings indicate the TKML has both discriminant validity (ability to differentiate between groups) and criterion-related validity (ability to predict job performance).
Access
The TKML may be accessible via academic journals and research databases, including in the relevant articles listed in the references section. It requires U.S. Army permission for use. To request permission, contact the U.S. Army Research Institute (https://ari.altess.army.mil/).
References
Hedlund, J., Forsythe, G. B., Horvath, J. A., Williams, W. M., Snook, S., & Sternberg, R. J. (2003). Identifying and assessing tacit knowledge: Understanding the practical intelligence of military leaders. The Leadership Quarterly, 14(2), 117–140. https://doi.org/10.1016/S1048-9843(03)00006-7
Hedlund, J., Horvath, J. A., Forsythe, G. B., Snook, S., & Williams, W. M. (1998). Tacit knowledge in military leadership: Evidence of construct validity. (Technical Report 1080). United States Army Research Institute for the Behavioral and Social Sciences. https://apps.dtic.mil/sti/tr/pdf/ADA343446.pdf
Horvath, J. A., Forsythe, G. B., Sweeney, P. J., McNally, J. A., & Wattendorf, J. (1994). Tacit knowledge in military leadership: Evidence from officer interviews (Technical Report 1018). United States Army Research Institute for the Behavioral and Social Sciences. https://apps.dtic.mil/sti/pdfs/ADA289840.pdf
Horvath, J. A., Sternberg, R. J., Forsythe, G. B., Sweeney, P. J., & Bullis, R. C. (1996). Tacit knowledge in military leadership: Supporting instrument development (Technical Report 1042). United States Army Research Institute for the Behavioral and Social Sciences. https://apps.dtic.mil/sti/tr/pdf/ADA310258.pdf
