Accession Number:

AD1036922

Title:

Changing Napoleonic Leadership In The Department Of Homeland Security: The Identification Of Toxic Leadership Behaviors And How To Facilitate Change To Those Behaviors

Descriptive Note:

Technical Report

Corporate Author:

Air War College Montgomery United States

Personal Author(s):

• Rolon,Henry

Report Date:

2016-02-06

Pagination or Media Count:

28.0

Abstract:

This Professional Studies Paper PSP is written from available literature on toxic leadership and negative workforce behaviors, and how it correlates to practices within the US Department of Homeland Security DHS and US Customs and Border Protection CBP. Additionally, I studied CBPs training data related to emotional intelligence and provided recommendations for improved training requirements. I use Napoleon as a key example of toxic leader behaviors because he was universally known as a leader who, some would argue, lacked emotional intelligence. I also use Napoleon to illustrate that lack of emotional intelligence is an issue that has plagued leaders for centuries. One could argue that Napoleons success was due to his military strategy, self-confidence, and drive. Some historians, such as Owen Connelly, argues that Napoleon blundered his way to the top.1 Although it is true that Napoleon had drive, his success could have been due to another psychological motivator known as narcissism. Napoleons lack of self-management or control over his mental state led to his inability to consistently implement a grand strategy while considering its ends, ways, means, and risks.2 A leader like Napoleon will be ineffective if heshe cannot accomplish their stated ends i.e., objectives, strategy or grand strategy. In fact, I propose that the mental stability of a leader greatly affects their ability to implement strategy. I conclude this paper with five recommendations that I will submit to the CBP Office of Training and Development OTD for consideration. The first recommendation involves adding emotional intelligence training to all of CBPs supervisory training. The second recommendation proposes adding active listening training to supervisory training. The third recommendation suggests using 360 feedback data for self-awareness immediately after departing from a supervisory position and six months to one year after assuming a new position

Descriptors:

• human behavior
• homeland security
• training
• leadership
• mental processes
• human emotions

Subject Categories:

• Administration and Management

Distribution Statement:

APPROVED FOR PUBLIC RELEASE