Supplemental Materials
Leadership for Intelligence Professionals
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Learn to Lead |
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Welcome |
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Leadership for Intelligence Professionals |
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Course Syllabus |
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Course Topics |
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Introduction to Leadership |
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Leadership Traits |
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The Leader's Character |
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Types of Leaders and Styles of Leadership |
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Leadership Competencies |
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Followership, Leadership and the Staff Officer |
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Leadership in Intelligence Coordination: Leading Teams |
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Leadership in Management |
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Supplemental Materials |
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Supplemental Materials |
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Self-Assessment |
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Self-Assessment Guidance |
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Worksheet |
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Personal Leadership Development Plan |
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Plan Guidance |
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Example |
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Two Student Examples |
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Student Example: Calendar Style |
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Personal Leadership Philosophy |
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Philosophy Guidance and Example |
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Student Examples |
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COMMUNICATIONS |
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Learn to Lead
learntolead@earthlink.net
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Supplemental Materials
(March 2010)
The topics below supplement the various topic texts, but may be of interest independently.
How Are Leaders Created?
Becoming a Leader: A Golf Analogy
How and Why the "Distinction" Between Leadership and Management Came to Be Made
Leadership vs Management in Quotes
Leadership vs Management in Lists
Other Definitions for Public Leadership
Traits Desired By Students in a Leader
The "Core Traits" Emphasized by the Military
Trait Lists Based on Academic Research
Traits Required for Leading Change
The Need for Courage in Intelligence Analysis and Leadership
Washington and Arnold: Contrasts in Character
Military Leaders Emphasizing Vision and Inspiring
Developing "A Vision" for the Coast Guard
Leading Change: Bringing 'A Vision' to the CIA
The Core Traits as Summarized By Others
Values Emphasized by Intelligence Agencies
The Universal Acceptance of the "Golden Rule"
An Example of A Leader Being Several Different Types to Different Followers
Summary of the Cyclical Nature of Leadership Requirements
The Directors of Central Intelligence
A Situational Leadership Model for Intelligence Professionals
Some Other Names for Styles of Leadership
General George Washington and His Staff
Reviewing Van Wart's Reanalysis of Data from an OPM Survey
The Current Characteristics and Relationships of the Three Generations Now in the Workforce
Other Characteristics of Gen Y of Which Leaders Should Be Aware
Why Are There Differences in Gender Behavior?
Individualized Motivators for Good But Not Great Performers
Individualized Motivators for the Chronically Unmotivated
Some Guidelines for Delegating
Some Tips on Listening
Some Suggestions for Coaching and Counseling
Some Suggestions for Setting Followers' Goals
President Eisenhower's Use of a Leadership Team and a Staff Meeting
General George Marshall as a Model for Speaking Up
A Case Study in the Need for Persistently and Effectively Speaking Up
Is It Best to Stay In and Speak Up or Get Out and Speak Up
An Example of an Intelligence Professional Successfully Speaking Out on an Ethical Issue
The Dilemma of Dissent
The Story of an Intelligence Professional Speaking Out
Intra-Organizational vs Inter-Organizational Teams in a Sports Context
Intra-Organizational vs Inter-Organizational Teams: Important differences
Inter-organizational Teams for National Security
Some Advice for Leading Meetings
Peter Drucker on the Leader's Role in the Management of the Organization
Examples from the U.S. Civil War
Views on Balancing Leadership and Management from the Business World
Determining the Management Functions of the Organizational Leader
Some Examples of Cultures in the Intelligence Community
An Example of the Dificulty of Changing an Organizational Culture
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