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2011 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Army Civilian Leaders

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Technical rept. Nov 2011-Jul 2012

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This report discusses Army civilian findings of the 2011 CASAL, and is meant to serve as a supporting document to the technical report of main findings Riley, Conrad, Hatfield, Keller-Glaze, Fallesen, 2012. The 2011 survey was administered to 9,621 Army civilians, representing sampling error of - 1.7. Findings for Army civilian leaders are addressed in three key areas quality of leadership, climate and situational factors within the working environment, and the quality of leader development. Army civilian leaders tend to be satisfied or very satisfied with their careers, although many would like to be kept better informed of decisions that affect their work. The quality of leadership of Army leaders immediate superiors is rated effective the percentage of effective ratings depends on the rank of the leader making the ratings and the specific competency, attribute or special area being rated. Develops others is the competency that receives the highest number of negative assessments. Strong behaviors include getting results, preparing self, demonstrating resilience, and impact on subordinate safety and work quality. Workload stress is seen as a serious problem by more than one third of civilian leaders. Informal methods of leader development for civilians are seen as having the largest impact on their development. The Basic, Intermediate and Advanced Courses are generally perceived as effective by graduates, while the Foundation Course and Supervisors Development Course are rated less favorably.

Subject Categories:

  • Personnel Management and Labor Relations
  • Military Forces and Organizations

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