sts for deployment worldwide on antihijacking missions (GAO, 2003, p. 4).
             The GAO conducted an initial investigation into the Service to examine:
             operational and management control issues that emerged during the rapid expansion of the Service, specifically addressing its (1) background check procedures and training; (2) management information, policies, and procedures; and (3) challenges likely to result from its mergers into DHS and ICE (GAO, 2003, p. 4).
             I will focus on the formation and evolution of a new law enforcement organization, the Federal Air Marshal Service (the Service), within the newly formed Department of Homeland Security (DHS) as it applies to issues of cultural dissonance related to leadership decisions involved in management policies and procedures, training, and the challenges the agency faces.
             Organizational culture "is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members" (Schermerhorn, 2003, p. 263). Law enforcement agencies operate in a highly structured hierarchy of authority with their own distinct organizational culture. Within the general law enforcement culture are manifold subcultures such as local police, sheriff's departments, state police, and a multitude of federal agencies such as the Federal Bureau of Investigation (FBI), Secret Service, Customs, Border Patrol, Immigration, and the Drug Enforcement Agency (DEA) to name a few. Schermerhorn (2003) defines subcultures as "groups of individuals with a unique pattern of values and philosophy that is not inconsistent with the organization's dominant values and philosophy" (p. 265). These subcultures are important because they "bind individuals working intensely together to accomplish a specific task" (p. 265). These subcultures can be broken down further into areas such as patrol, investigation, or special operations. These subcultures affect their leaders and leadership skil...