Accession Number : AD1045675


Title :   2013 CENTER FOR ARMY LEADERSHIP ANNUAL SURVEY OF ARMY LEADERSHIP (CASAL): MAIN FINDINGS


Descriptive Note : Technical Report,01 Aug 2013,30 Apr 2014


Corporate Author : CENTER FOR ARMY LEADERSHIP FORT LEAVENWORTH KS FORT LEAVENWORTH


Personal Author(s) : Riley,Ryan ; Hatfield,Josh ; Freeman,Tyler ; Fallesen,Jon J ; Gunther,Katie M


Full Text : https://apps.dtic.mil/dtic/tr/fulltext/u2/1045675.pdf


Report Date : 30 Apr 2014


Pagination or Media Count : 140


Abstract : CASAL is an annual survey sponsored by the Combined Arms Center to assess the quality of Army leadership and leader development. 2013 findings are based on responses from 27,605 Army leaders, including 21,956 sergeants through colonels from the Active component, US Army Reserve, and Army National Guard. The 2013 study has additional coverage on mission command, methods of influence, unit trust, distributed learning and mentorship. Getting results, preparing one self, and stewardship are the most favorably rated competencies from leadership doctrine. The Army Values, professional bearing, Warrior Ethos and self-discipline are the highest rated attributes. Develops others continues to be the competency most needing improvement. Three-fourths of leaders are rated effective at demonstrating the principles of mission command. Trust among unit members is mostly moderate to very high with most concern among junior NCOs. Subordinates trust superiors who effectively build trust, demonstrate mental agility, live the Army values, lead others, demonstrate empathy, and lead by example. The percentage of Army leaders demonstrating negative leadership behaviors to the degree they would be deemed toxic continues to be low. Morale and career satisfaction remain steady and unchanged. Levels of commitment continue to be very high. More than half of active duty captains intend to remain in the Army until retirement or beyond. Operational experience is the most favored leader development method while favorable attitudes toward self-development have declined. Nearly two-thirds of leaders engage in mentoring which is greater than levels observed in 2000. The currency, quality and instruction at Army courses are viewed favorably by two thirds or more, though fewer graduates rate courses effective on being challenging and improving their leadership.


Descriptors :   LEADERSHIP , Education , Training , Personnel development , Officer personnel , Army personnel , TRUST (PSYCHOLOGY) , surveys , ENLISTED PERSONNEL , NONCOMMISSIONED OFFICERS


Subject Categories : Administration and Management
      Personnel Management and Labor Relations
      Military Forces and Organizations


Distribution Statement : APPROVED FOR PUBLIC RELEASE