The measurement of organizational climate in military institutions has its own particularities due to continuous exposure to risk, high levels of stress, and geographical movement, among other factors. In this manuscript, the theory of social exchange is applied through a correlation of variables to measure the organizational climate and work performance, contributing to the definition of the behavior of military troops and professional compliance. To this end, an evaluation of the organizational structure, reward systems, degree of responsibility, relationships, challenges, cooperation, conflict, and identity is carried out, all applied to the Aviation troops of the Ecuadorian Army as a case study. It has been verified that the organizational climate in military aviation is at a medium-high level, with 57.47% indicating that the organizational structure determines who makes decisions, 54.02% indicating organizational cooperation that enables good performance, and 48.28% indicating challenges, i.e., taking risks at the right moments. In terms of professional performance, a medium-high level of 32.18% has been verified, considering aspects such as work quality, rewards, self-preparation, and problem-solving skills. Likewise, organizational weaknesses have been identified, which must be considered to initiate a process of continuous improvement of the conditions and organizational behavior, respecting the regulations and structure of the military organization.