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 and Qualities |
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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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The Navy and Cape Henlopen |
Learn to Lead
learntolead@earthlink.net
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Supplemental Materials
(November 2009)
The topics below supplement the various topic texts, but may be of interest independently. The newest topics are in BOLD.
- How Are Leaders Created?
How Are Leaders Created? - Becoming a Leader: A Golf Analogy
Becoming a Leader: A Golf Analogy - How and Why the "Distinction" Between Leadership and Management Came to Be Made
How and Why the "Distinction" Between Leadership and Management Came to Be Made - Leadership vs Management in Quotes
Leadership vs Management in Quotes - Leadership vs Management in Lists
Leadership versus Management in Lists - Other Definitions for Public Leadership
Other Definitions for Public Leadership - Traits Desired By Students in a Leader
Survey: Traits Desired By Students in a Leader - The "Core Traits" Emphasized by the Military
The "Core Traits" Emphasized by the Military - Trait Lists Based on Academic Research
Trait Lists Based on Academic Research - Military Leaders Listing Vision and Inspiring
Military Leaders Listing Vision and Inspiring - Traits Required for Leading Change
Traits Required for Leading Change - The Need for Courage
The Need for Courage in Intelligence Analysis and Leadership - Washington and Arnold
Washington and Arnold: Contrasts in Character - Leading Change: Bringing 'A Vision' to the CIA
Leading Change: Bringing 'A Vision' to the CIA - Developing "A Vision" for the Coast Guard
Developing "A Vision" for the Coast Guard - The Core Traits as Summarized By Others
The Core Traits as Summarized By Others - Values Emphasized by Intelligence Agencies
Values Emphasized by Intelligence Agencies - The Universal Acceptance of the "Golden Rule"
The Universal Acceptance of the "Golden Rule" - An Example of A Leader
An Example of a Leader Being Several Different Types to Different Followers - Summary of the Cyclical Nature of Leadership Requirements
Summary of the Cyclical Nature of Leadership Requirements - The Directors of Central Intelligence
The Directors of Central Intelligence As Types of Leaders - A Situational Leadership Model for Intelligence Professionals
A Situational Leadership Model for Intelligence Professionals - Some Other Names for Styles of Leadership
Some Other Names for Styles of Leadership - General George Washington and His Staff
General George Washington and His Staff - Reviewing Van Wart's Reanalysis of Data from an OPM Survey
Reviewing Van Wart's Analysis of Data from an OPM Survey - The Current Characteristics and Relationships of the Three Generations Now in the Workforce
The Current Characteristics and Relationships of the Three Generations Now in the Workforce - Other Characteristics of Gen Y of Which Leaders Should Be Aware
Other Characteristics of Gen Y of Which Leaders Should Be Aware - Why Are There Differences in Gender Behavior?
Why Are There Differences in Gender Behavior? - Individualized Motivators
Individualized Motivators - Individualized Motivators for the Chronically Unmotivated
Individualized Motivators for the Chronicall Unmotivated - Some Guidelines for Delegating
Some Guidelines for Delegating - Some Tips on Listening
Some Tips on Listening - Some Suggestions for Coaching and Counseling
Some Suggestions for Coaching and Counseling - Some Suggestions for Setting Followers' Goals
Some Suggestions for Setting Followers' Goals - President Eisenhower's Use of a Leadership Team and a Staff Meeting
President Eisenhower's Use of a Leadership Team and a Staff Meeting - General George Marshall as a Model for Speaking Out
General George Marshall as a Model for Speaking Out - A Case Study in the Need for Persistently and Effectively 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
Is It Best to Stay In and Speak Up or Get Out and Speak Up - An Example of Risk Assessment When Speaking Up on an Ethical Issue
An Example of Risk Assessment When Speaking Up on an Ethical Issue - The Dilemma of Dissent
The Dilemma of Dissent - The Story of an Intelligence Professional Speaking Out
The Story of an Intelligence Professional Speaking Out - Intra-Organizational and Inter-Organizational Teams
Intra-Organizational and Inter-Organizational Teams in a Sports Context - Intra-Organizational vs Inter-Organizational Teams
Intra-Organizational vs Inter-Organizational Teams: Important Differences - Some Advice for Leading Meetings
Some Advice for Leading Meetings - Inter-organizational Teams in the Joint Armed Forces, Intelligence Community and for National Security
Inter-Organizational Teams in the Joint Armed Forces, Intelligence Community and for National Security - Peter Drucker on the Leader's Role in the Management of the Organization
Peter Drucker on the Leader's Role in the Management of the Organization - Examples from the U.S. Civil War
Examples from the U.S. Civil War - Views from the Business World
Views from the Business World- Suggestions for Balancing Leadership and Management
Suggestions for Balancing Leadership and Management- Examples of Cultures in the Intelligence Community
Examples of Cultures in the Intelligence Community- An Example of the Dificulty of Changing an Organizational Culture
An Example of the Difficulty of Changing an Organizational Culture - Suggestions for Balancing Leadership and Management
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