The Course Outlined
(October 2011)

Click below for direct access to Topic Texts

Sub-Topics in Red have new material, major updates, or important revisions this month.

Introduction to Leadership _____

• Introduction
• How to Start
• Becoming a Leader
• Differentiating Leadership and Management
• Defining Leadership
• Defining Leadership for the Intelligence Community
• Influence and Leadership
• Goals and Leadership
• Further Development of a Definition of Leadership for the Intelligence Community
• Finally, a Proposed Definition of Leadership for the Intelligence Community
• The Foundation of Leadership
• Conclusion: The Responsibilities of the Intelligence Leader

Leadership Traits _____

• Introduction
• But First, Are Traits Important?
• Identifying the Core Traits
• The Core Traits
• Verifying the Core Traits
• Trust Requires Integrity
• Trust Requires Competence
• Trust Requires Courage
• Trust Requires All Three
• Change Requires Vision
• The Leader's Vision
• A Vision for an Organization
• Developing A Vision for an Organization
• Sustaining A Vision for an Organization
• Leading Change Requires Inspiring People
•  Summary and Conclusion
• Beyond the Core Traits 

The Leader's Character _____    

• Introduction
• Definitions
• Moving from Integrity to Character for Leadership
• The Importance of Character for Leadership
• How to Start Building Your Character 
• Values
• Personal Values
• Leadership Values
• Professional Values
• Prioritizing Your Chosen Values 
• Principles
• Some Principles to Live and Lead By 
• Specific Values and Principles
• Habits
• Ethical Decisionmaking
• Summary and Conclusions

Types of Leaders and Styles of Leadership _____

• Introduction
• More is Required
• Distinguishing BetweenType and Style
• Types of Leaders
• The Charismatic Leader
• The Transactional Leader
• The Transformational Leader
• A Brief Summary of Types of Leaders
• What it Means for You
• A Hypothesis
• What More it Means for You
• Self-Assessment
• Styles of Leadership 
• Situational Leadership 
• A Different Perspective and Terminology on Styles, But Similar Conclusions
• Being a Type of Leader and Using Styles of Leadership 
• Summary and Conclusions

Leadership Competencies  _____ 

• Introduction
• Definitions
• Kinds of Competencies 
• Emotional Intelligence
• Why Develop Your Emotional Intelligence?
• Social Awareness: Understanding People
• Understanding Generational Differences
• Understanding Gender Differences
• Professionals are Different
• Understanding People: Summary
• Personality Matters 
• Motivating the Organization
• Motivating Individuals
• Some Social Skills for Motivation
• Delegation
• Praise and Feedback
• Coaching and Counseling
• Communication
• Time Management
• Conclusion

 Followership, Leadership and the Staff Officer _____

• Introduction
• What is a Good Follower?
• The Core Traits and Other Qualities of Good Followers
• Staff Officers as Partners in the Leadership Process
• Leadership Development Opportunities for the Staff Officer
• First, Emphasize the Development of Your Core Leadership Traits
• Observe Leaders, Both Good and Bad
• Acquire a Mentor
• Begin to Develop Your Career-long Professional Network
• Seek Opportunities to Lead
• Speak Up as a Staff Officer Should
• Speaking Up as a Concerned Professional
• Speaking Up as a Person of Integrity
• The "Bad" Boss
• Conclusion:The Focus of a Staff Officer

Leadership in Intelligence Coordination: Leading Teams _____ 

• Introduction
• Definitions
• Leadership Teams
• Kinds of Teams 
• Intra-Organizational Teams
• Intra-Organizational Team Leadership 
• Inter-Organizational Teams
• Inter-Organizational Team Leadership
• The Difference
• The Core Traits, Other Qualities and Competencies of a Team Leader
• The Creation of Teams
• The Team Process
• The Team Leader's Functions
• Sensing and Evaluating People
• Managing Meetings
• Conclusions

Leadership in Management _____ 

• Introduction
• Balancing Leadership and Management
• The Requirement: Be a Leader-Manager
• But, Can You Be a Leader-Manager?
• Develop Yourself to be a Leader-Manager
• But, You Can't Do It All
• Striking the Right Balance: The Role of the Organizational Leader as a Leader-manager
• The Management Functions of the Organizational Leader 
• Gathering Information on Performance and Results
• Selecting the Management Change to be Introduced
• Paving the Way for Management Change
• Paving the Way for Management Change: Understanding Organizational Culture
• Paving the Way for Management Change: Changing Organizational Culture
• Paving the Way for Change in the Intelligence Community
• Prospects for Change in the Intelligence Community
• Conclusions