2010 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Volume 1, Executive Summary

This report summarizes the main survey findings of CAL Technical Report 2011-1 Volume 2 organized in 4 main sections: quality of leadership, contribution of actions and character to leadership, effects of climate and situational factors on leadership, and quality of leader development. Each section begins with a visual scorecard and concludes with recommendations (except the first section on the quality of leadership). Leadership quality continues to be a strength and most of the Leadership Requirements Model competencies and attributes are effectively demonstrated. A notable and consistent exception is the Develops Others competency. While over three fourths of leaders are confident that their unit can perform its mission, over one half also report that their unit wastes time and energy on unproductive tasks, and only 38% agree that the Army is headed in the right direction to prepare for future challenges. About 20% of superiors are viewed as demonstrating patterns of negative or toxic behavior. Turnover intention levels appear adequate with 66% planning to stay in the Army until retirement eligible. The quality of leader development is mixed. Issues remain regarding lack of support for leader development at the unit level and perceived lack of impact from Professional Military Education (PME) courses. See also ADB371013.