I think the distinction is different based on organizational culture. DD--I know you've heard me say this many times in the past; I'm posting it for the new people.
I served in 5th Group, the 160th, and JSOC, in that order. In units that have a screening, assessment, and selection progam have, in my experience, a great deal more appreciation for (and get a lot more from) the support side than those that don't.
I went from being treated like a "red-hat support bitch" in 5th Group to being a full-on Night Stalker in the 160th. Support-side assignments in Group were (and probably still are) needs-of-the-Army, with no consistent screening process across the board. No investment in screening, No selection process whatever. Little to no investment in training or retention on the support side.
In comparison, I had to try out for the 160th, and it was up in the air if I would make it or not until literally the last interview. I attended Green Platoon after I got selected, and went through everything the pilots did short of flying the helos (obviously). that gave me confindence, training, and credibility with the men I supported, because they knew I had to try out to be there, and I was one of them, but with a different job. The 160th invested in the support side, from start to finish. The 160th sent me to Pathfinder School; 5th Group balked at sending intel guys to Pathfinder database training. In the 160th, if I didn't perform I got sent back across the airfield. 5th Group was where we often sent support guys we bounced.
Similar thing with JSOC. I was a plankholder with the Joint Exploitation Squadron and the Joint Intel Brigade. I had to try out to get there, and I had to perform to stay. IMO, one of the things that makes JSOC so successful is that the **operators** who carry out the missions understand the importance of what the support side does. They invest heavily in support, and they demand--and get--great results.
The gap doesn't need to be wide. We're all part of the same team, and all want the same thing, We just have different roles in getting there.
Mature organizations and leaders recognize this and allocate resources accordingly.