Accession Number:

AD1000498

Title:

2014 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Army Civilian Leader Findings

Descriptive Note:

Technical Report,01 Aug 2014,30 Jun 2015

Corporate Author:

ICF International Fairfax

Report Date:

2015-06-01

Pagination or Media Count:

84.0

Abstract:

CASAL is the Armys annual survey to assess the quality of leadership and leader development. 2014 findings are based on responses from 23,264 Army leaders, consisting of 16,795 sergeants through colonels in the Regular Army, US Army Reserve, and Army National Guard and 6,469 Army civilians. This tenth year of the survey has additional coverage on methods of influence and self-development. Among Army civilian leaders, the quality of leader attributes surpasses a benchmark of 67 by up to an additional 12 of assessed leaders, except for the leader attribute of total fitness, at 64 effective. Five of the ten leadership competencies from doctrine fall below the benchmark, including leading subordinates, leading by example, building trust, creating a positive environment, and developing subordinates. 64 of civilian leaders rate their job experience effective in developing them, a drop of 10 in the last year. 59 of recent graduates of Army civilian education courses rate them effective for development. Less than two-thirds rate each course effective at improving leadership capabilities. 68 of Army civilian leaders rate self-development effective at preparing them for future responsibilities. Engagement is a measure of initiative and productivity. It is highest among civilian leaders but is at or below uniformed leader levels on items that reflect active support by superiors in the leaders development. The climate in which civilian leadership occurs has mixed indicators, with consistently high levels of commitment to ones team but an 11 decline in the proportion of civilian leaders who report career satisfaction since 2009. There is an increase in workload stress to a level where almost two-thirds of civilian leaders report it as a moderate to serious problem. Recommended steps that the Army and individual leaders can take are offered to address these tendencies.

Subject Categories:

  • Personnel Management and Labor Relations

Distribution Statement:

APPROVED FOR PUBLIC RELEASE