Abstract
This Dissertation in Practice examines the role of risk in the decision-making process as perceived by Air Force military officers. This cross-sectional, qualitative, descriptive study used a semi-structured interview to explore the experiences of fourteen participants who were serving in squadron leadership positions at the United States Air Force Weapons School. Participants were asked their perceptions on how risk impacted their decision-making process as a leader. The aim of the study was to determine if a particular risk attitude is more representative among military leaders and if improvements can be made to the Air Force’s risk management best practices. The study collected 258 pages of transcribed data that resulted in 1080 initial codes. Secondary axial coding revealed five major themes and 15 sub-themes from the participants’ experience as leaders. The primary themes were decision-making process, analysis, uncertainty reduction, constraints, and culture. The study’s findings provided key insights into the impact risk plays on the decision-making process consistent with the current decision-making literature. Additionally, the study’s findings highlight the influence that training and culture have on leaders as they evaluate risk while making decisions. The study concludes with several recommendations aimed at improving the Air Force’s risk management guidance and provides steps senior Air Force leaders can take to have a lasting cultural change relating to risk acceptance.