A Criterion-Related Validation Study of the Army Core Leader Competency Model

Horey, Jeffrey; Harvey, Jennifer A.; Curtin, Pat; Keller-Glaze, Heidi; Morath, Ray; Fallesen, Jon J.

doi:10.1037/e741852011-001

Cited by 3 publications

(3 citation statements)

References 9 publications

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“…Results indicate the core leader competencies have a stronger impact on ratings of effective leadership compared to the impact of the leader attributes. This finding is consistent with previous examinations comparing the impact of competencies and attributes on leadership outcomes, and supports the notion that leader traits will have less impact on leadership outcomes than leader behaviors and thus are less vital to identify (Horey et al, 2007). …”

supporting

confidence: 82%

2012 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Main Findings

Riley¹,

Hatfield²,

Paddock³

et al. 2013

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing this collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS. REPORT DATE (DD-MM-YYYY) 25-04-2013 REPORT TYPE Technical Report DATES COVERED (From -To 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) ICF InternationalCubic Applications, Inc. PERFORMING ORGANIZATION REPORT NUMBER9300 Lee Highway Fairfax, VA 426 Delaware, Suite C-3 Leavenworth, KS SPONSORING / MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR'S ACRONYM(S)Center for Army Leadership CAL Leadership Research, Assessment and Doctrine Division 290 Stimson Ave, Unit 4 SPONSOR/MONITOR'S REPORTFort Leavenworth, KS 66027 NUMBER(S) 2013-1 DISTRIBUTION / AVAILABILITY STATEMENTApproved for public release; distribution is unlimited. SUPPLEMENTARY NOTESA separate report from the Center for Army Leadership provides findings from this survey on Army civilian leaders.14. ABSTRACT CASAL is an annual survey sponsored by the Combined Arms Center to assess the quality of Army leadership and leader development. 2012 findings are based on responses from over 27,000 Army leaders, including 20,192 sergeants through colonels from the Active component, US Army Reserve, and Army National Guard. The 2012 study has additional coverage on mission command, unit trust, strategic leadership, and the Army Profession. Getting results, preparing one self, and stewardship are the most favorably rated doctrinal competencies. The Army Values, confidence and composure, and professional bearing are the highest rated attributes. Develops others continues to be the competency most needing improvement. Over three fourths of leaders are rated effective at exercising mission command. Trust among unit members is moderate with most concern among junior NCOs. Leaders who are effective at building trust also tend to achieve higher levels of morale, commitment, and work quality. The percentage of Army leaders demonstrating negative leadership behaviors to the degree they would be deemed toxic continues to be low. Operational experience continues to be the most favored leader development practice. Army courses are seen as effective by a majority of graduates at improving leadership, but average ratings did decrease. Assignment a...

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supporting

confidence: 82%

2012 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Main Findings

Riley¹,

Hatfield²,

Paddock³

et al. 2013

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“…The AZIMUTH has been utilized for over a decade, starting with a 1996 pilot survey, resulting in a database of nearly 6,000 ratings. Various analyses of this data have been undertaken (e.g., Lafitte &Metcalf) but analyses to date have not included a quantitative validation (Horey, Harvey, Curtin, Keller-Glaze, Morath, & Fallesen, 2006). However, consistent with standard content validation processes (AERA/APA/NCME, 1999;SIOP, 2003), content validity has been logically investigated and established.…”

Section: Azimuth Backgroundmentioning

confidence: 99%

The Leader AZIMUTH Check: Factor Structure of Common Competencies

Steele¹,

Garven²

2009

PsycEXTRA Dataset

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Enhancing the leadership skills of Soldiers is of primary importance to the U. S. Army. A critical step in the process of leader development is self-awareness through self-assessment. Such insight is important because identifying and assessing trainable competencies that facilitate maximum leadership effectiveness creates a strategic advantage. This report describes the psychometric properties and common competencies assessed by the Leader AZIMUTH Check, a 360-degree feedback instrument for Army leaders. The AZIMUTH was designed and implemented by the Army Research Institute (ARI) to improve leader common competency development, leader-directed feedback, and enhance leader self-awareness. The purposes of the present research project were to establish a factor structure of common competencies, the minimum number of raters required for adequate reliability, conceptual agreement across rating sources, rating patterns and behaviors, and validity evidence of the AZIMUTH.

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“…Its conceptualization began with the identification of future leader requirements (Horey, Fallesen, Morath, Cassella, Franks, & Smith, 2004). Actual validation was accomplished via Horey, Harvey, Curtin, KellerGlaze, Morath, & Fallesen (2006, April). Without a consistent, specific, and accurate behavioral basis for assessment, feedback will tend to be vague interpretations or impressions of the leader"s actions.…”

Section: Leadership Assessmentmentioning

confidence: 99%

Commander's Handbook for Unit Leader Development

Aude¹,

Keller-Glaze²,

Riley³

et al. 2007

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Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

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A Criterion-Related Validation Study of the Army Core Leader Competency Model

Cited by 3 publications

References 9 publications

2012 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Main Findings

2012 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Main Findings

The Leader AZIMUTH Check: Factor Structure of Common Competencies

Commander's Handbook for Unit Leader Development

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