Abstract
This Dissertation in Practice provides insights into the complexities of sustaining dual executive careers as Army Reserve generals and captains of industry. This narrative study describes the pathways to becoming a general officer, risks of pursuing dual military and civilian careers, managing the journey, skills of successful executives, and structural and cultural imbalances in the Army Reserve general officer experience. Army Reserve generals stay in the force because of a high level of commitment to Army Values and service to the nation. This study demonstrates that the current talent management strategy for Army Reserve general officers is out of balance and concludes dual military and civilian career readiness is an indicator of effective leadership. Recommendations for developing and sustaining high-quality Army Reserve general officers and captains of industry include operationalizing dual career readiness, requiring Army Reserve generals to sustain full-time employment, limiting general officer active duty for operational support, developing strategic leader pathways, and assessing and monitoring executive health. This study helps fill a void in the literature about Army Reserve general officers. Future general officers may find the information in this study useful in navigating their careers. Policymakers may also gain insights from the findings and recommendations to improve the development of leaders for the most senior strategic leadership positions. Implementation of the recommendations in this study could improve dual career readiness enabling current and future Army Reserve generals to be more efficient and effective simultaneously serving the nation as capable, combat-ready and lethal warriors and captains of industry.|Keywords: Army Reserve, general officers, captains of industry, dual career readiness