Abstract
The United States Air Force (USAF) has struggled with pilot retention for decades.
Though solutions have largely focused on quality of life and monetary incentives, the
influence of leadership on retention decisions has yet to be thoroughly studied. This
qualitative phenomenological study sought to explore the lived experiences of current
and former mobility pilots to determine if or how toxic leaders influenced their decision
to stay in or separate from active duty service after their initial service commitment.
Through deep interpretation and thematic analysis, the lived experiences of participants
revealed three themes which captured their experiences with toxic leaders, the impact on
personal and professional well-being, and various coping mechanisms utilized to deal
with these experiences. The findings suggested that Mobility Air Force (MAF) leaders
are ill-prepared for the responsibilities levied upon them and toxic leaders negatively
influenced turnover decisions. Proposed solutions are discussed to include developing an
enduring leader development course and increasing organizational transparency within
the USAF.