2010 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Volume 2, Main Findings
Abstract
This report is organized in 4 main sections: quality of leadership, contribution of actions and character to leadership, effects of climate and situational factors on leadership, and quality of leader development. Leadership quality continues to be a strength and most of the Leadership Requirements Model competencies and attributes are effectively demonstrated. A notable and consistent exception is the Develops Others competency. While over three-fourths of leaders are confident that their unit can perform its mission, over one half also report that their unit wastes time and energy on unproductive tasks, and only 38% agree that the Army is headed in the right direction to prepare for future challenges. About 20% of superiors are viewed as demonstrating patterns of negative or toxic behavior. Turnover intention levels appear adequate with 66% planning to stay in the Army until retirement eligible. The quality of leader development is mixed. Issues remain regarding lack of support for leader development at the unit level and perceived lack of impact from professional military education (PME). The report concludes with a look at trends and recommendations to improve leadership and leader development in the Army.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 01, 2011
- Accession Number
- ADB371013
Entities
People
- Heidi Keller-glaze
- John P. Steele
- Josh Hatfield
- Kenny Nicely
- Ryan Riley
Organizations
- ICF International