2016 Center for Army Leadership Annual Survey of Army ...

2016 Center for Army Leadership

Annual Survey of Army Leadership (CASAL)

Military Leader Findings

TECHNICAL REPORT 2017-01

AUGUST 2017

The Center for Army Leadership

Mission Command Center of Excellence,

U.S. Army Combined Arms Center

John D. Hixson

COL, IN

Director

Leadership Research, Assessment, and Doctrine Division

Fort Leavenworth, Kansas 66027-2348

Jon J. Fallesen, Chief

Distribution: Approved for public release; distribution is unlimited.

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1. REPORT DATE (DD-MM-YYYY)

2. REPORT TYPE

3. DATES COVERED (From - To)

30-06-2017

Technical Report

August 2016¨CJune 2017

4. TITLE AND SUBTITLE

5a. CONTRACT NUMBER

2016 Center for Army Leadership Annual Survey of Army Leadership (CASAL):

Military Leader Findings

W911S0-11-D-0011

5b. GRANT NUMBER

5c. PROGRAM ELEMENT NUMBER

5d. PROJECT NUMBER

6. AUTHOR(S)

Ryan P. Riley, ICF

Katelyn J. Cavanaugh, ICF

Rachell L. Jones, CAL

Jon J. Fallesen, CAL

5e. TASK NUMBER DO 0012

5f. WORK UNIT NUMBER

7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)

ICF

9300 Lee Highway

AND ADDRESS(ES)

Fairfax, VA

8. PERFORMING ORGANIZATION REPORT

NUMBER

Cubic Applications, Inc.

3450 S Fourth Street

Leavenworth, KS

9. SPONSORING / MONITORING AGENCY NAME(S) AND ADDRESS(ES)

10. SPONSOR/MONITOR¡¯S ACRONYM(S)

Center for Army Leadership

Leadership Research, Assessment and Doctrine Division

290 Stimson Ave, Unit 4

Fort Leavenworth, KS 66027-2348

CAL

11. SPONSOR/MONITOR¡¯S REPORT

NUMBER(S) 2017-1

12. DISTRIBUTION / AVAILABILITY STATEMENT

Approved for public release; distribution is unlimited.

13. SUPPLEMENTARY NOTES

A separate report from the Center for Army Leadership, 2017-02, provides findings from this survey on Army civilian leaders.

14. ABSTRACT CASAL is the Army¡¯s annual survey to assess the quality of leadership and leader development. 2016 findings are

based on responses from 11,006 Army leaders, consisting of 7,798 sergeants through colonels in the Regular Army, US Army

Reserve, and Army National Guard, and 3,208 Army Civilians. This 12th year of the survey has additional coverage on methods of

unit leader development, organizational citizenship behaviors (OCB), and integrated professional military education (PME) and unit

training. Among uniformed leaders, 11 of 13 leader attributes and 2 of 10 leadership competencies surpass a benchmark of 75%

favorable. Develops Others and the Leads category of competencies warrant the most improvement. Operational experience has the

largest percentage of AC leaders rating it as an effective domain of leader development at 75%, followed by self-development at

71%, and institutional education at 61%. While the quality of PME is rated favorably by 77% of recent graduates, smaller percentages

believe their course was relevant to their job duties (65%) or improved their leadership (56%). Integration of AC and RC leaders in

PME courses and in unit training exercises is well received as having a positive effect on these learning experiences. Only one third

of leaders indicate awareness of formal leader development plans and guidance in their unit. The climate in which leadership occurs

has mixed indicators. There is high commitment to one¡¯s unit and effective collaboration and demonstration of discretionary helping

behaviors (i.e., OCBs) in teams and work groups. However, there is insufficient access to resources to accomplish duties to standard

and an increase in problems with workload stress. Levels of morale and career satisfaction remain relatively stable and moderate.

The intentions of AC captains to remain in the Army reached a 12-year high. Existing leader development resources are designed to

address areas that need improvement but remain underutilized. Recommended steps are offered to address the results.

15. SUBJECT TERMS Leadership; Leader Development; Engagement; Education; Experience; Mentoring; Performance Assessment; Mission

Command; Trust; Counterproductive Leadership; Combat Training Centers

16. SECURITY CLASSIFICATION OF:

a. REPORT

Unclassified

b. ABSTRACT

Unclassified

17. LIMITATION

OF ABSTRACT

c. THIS PAGE

Unclassified

Unlimited

18. NUMBER

OF PAGES

19a. NAME OF RESPONSIBLE PERSON

Jon J. Fallesen

151

19b. TELEPHONE NUMBER (include area

code)

913-758-3160

Standard Form 298 (Rev. 8-98)

Prescribed by ANSI Std. Z39.18

Executive Summary

Purpose

The Center for Army Leadership¡¯s (CAL) Annual Survey of Army Leadership (CASAL) is a

recurring, longitudinal study to capture assessments from the field about leadership and leader

development. CASAL has been used to inform senior leaders about leadership quality and

associated upward or downward trends since 2005. CASAL affords decision makers and

stakeholders the option to make informed decisions, course adjustments, or to leverage

prevailing strengths. Agencies and individuals may submit data queries to CAL for further

analysis of CASAL results. CASAL findings inform groups such as the Army Profession and Leader

Development Forum, Human Capital Enterprise Board, Army Learning Coordination Council, as

well as special studies and initiatives.

Method

CAL applies scientifically sound methods to survey development, sampling, data collection,

analysis, interpretation, and reporting to obtain accurate and reliable information. The survey

addresses leadership and leader development as explained by Army regulations and doctrine.

Survey items are chosen based on historical tracking of issues, new input from stakeholders in

the Army leader development community, and CAL-identification of emerging issues. Sampling

practices produce results with a margin of error of +/-4.0% or less for the nearly 600,000 Army

leaders represented. Data were collected from October 26 through November 28, 2016. Survey

respondents consisted of 7,798 globally dispersed, active component (AC) and reserve

component (RC) Soldiers in the ranks of sergeant through colonel and 3,208 Army Civilians.

Data analysis includes assessment of percentages by cohort and ranks, analysis of trends,

comparisons across experiences and demographics, coding of short-answer responses,

correlations, and regressions. Findings from other surveys and data sources are consulted to

check the reliability of CASAL responses. This report concentrates on uniformed leaders, and a

second report presents findings from Army Civilian leaders.

For most items, percentages are used to convey the relative frequency of respondents who

assess leaders or leader development positively and to show trends across time. As an aid in

interpretation, favorability levels have been set based on past CASALs and other surveys. A rule

of thumb applied to CASAL¡¯s assessment of leadership behaviors is the ¡®three-fourths favorable

threshold¡¯ whereby item results receiving three-fourths or more favorable responses (i.e., 75%

effective plus very effective) are considered positive. Items where favorable responses fall

below this threshold and/or receive 20% or more unfavorable responses are considered areas

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