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2011 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Main Findings

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Technical rept. Nov 2011-May 2012

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The findings in this report are organized in 3 main sections the quality of leadership, the effects of climate and situational factors on leadership, and the quality of leader development. The findings are based on responses from over 16,800 uniformed leaders with an overall accuracy within - 0.7. Leadership quality continues to be a strength of the Army, and most of the Leadership Requirements Model competencies and attributes are effectively demonstrated. Leading others and getting results are two strong competencies. Attributes dealing with character, values, empathy, fitness, resilience, knowledge, sound judgment, and mental agility are strong as well. Elements recently added to emphasize discipline, trust, and stewardship are also effectively demonstrated by Army leaders. One consistent exception in strong indicators is the Develops Others competency. Many leaders are perceived as not providing useful counseling, nor encouraging individual development, and not showing genuine concern for subordinate development. Three-fourths of leaders are seen as putting the needs of the unit and mission first before their own needs. Leaders with negative leadership behaviors are more likely to be associated with low unit cohesion, unit discipline problems, low subordinate motivation, poor work quality, and lowered commitment to the Army. Ratings of the LD effectiveness of professional military education PME courses improved from the last two years. The report concludes with a look at trends and recommendations to improve leadership and leader development in the Army.

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  • Psychology
  • Personnel Management and Labor Relations
  • Military Forces and Organizations

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