2010 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Army Civilians

This report supplements the main survey findings in CAL Technical report 2011-1, and explores Army civilian leader attitudes and perceptions on the quality of leadership (overall quality, effectiveness of work performance), climate and situational factors within the working environment (e.g., Job Characteristics Model), and the quality of leader development (superior support for leader development, efficacy of practices, organization training efficacy). Results are augmented with findings from secondary data sources. Findings indicate that the quality of civilian leadership is favorable and appears stable. Civilians are generally effective in demonstrating the Army core leader competencies and attributes. Leadership areas where civilians are rated lowest include: developing their subordinate leaders, building effective teams, creating a positive environment, leading by example, and communication. Civilians show high levels of affective commitment toward the Army, hold high levels of career satisfaction, and moderate to high levels of morale. An area of concern is stress due to high workload that is perceived by civilian leaders. The priority for leader development in organizations is also low and shows a decline. Experience, self development, and institutional education effectively grow civilian leaders, though not equally. Recent graduates of upper level Civilian Education System (CES) courses generally rate the courses as effective, though several aspects of the Foundation Course (FC) are in need of improvement. Organizations show room for improvement in how they utilize or support what is learned in courses. Supplement to CAL technical report 2011-1, 2010 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Main Findings.