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Master of Science / Department of Psychological Sciences / Clive J. A. Fullagar / This mixed-methods study consisted of two phases. First, interviews were conducted with ROTC instructors responsible for organizational socialization of newcomers to the U.S. Army and U.S. Air Force. This data shaped surveys given to organizational newcomers in phase II, which measured organizational culture and cognitive leadership schemas. It was hypothesized that implicit leadership theories (ILTs) would reflect respective organizational cultures. Although this was supported in the qualitative results from Phase I, it was not supported in the quantitative results from Phase II. However, analyses showed that leadership is still perceived as a masculine role in both the U.S. Army and U.S. Air Force, as was hypothesized. It was also hypothesized that leaders in line occupations would be seen as better leaders than leaders in staff occupations. This was supported for the Air Force sample, but not the Army sample. During the interviews, ROTC instructors asserted that male and female leaders were equally capable, and that line and staff leaders were equally capable. However, questioning revealed that organizational stereotypes still defined the quintessential leader as a male in a line occupation, although females had more opportunities to fill those key occupations in the Air Force than in the Army, at the time of this study. This discrepancy, along with the discrepancies in results between the qualitative and quantitative data, indicate that organizational culture has perhaps changed at the levels of visible artifacts and espoused values with respect to diversity, but has not yet changed at the fundamental level of basic assumptions.