What makes a great leader? Management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility.
Core Areas of Study
The Army has examined the lessons of half a dozen significant conflicts, starting with World War II, has conducted numerous studies over the last 65 years, and has found time and again that an ability to conduct dismounted fire and maneuver is the fundamental squad-level tactic.
Pepper spray, Tasers, tear gas, rubber bullets -- these ‘non-lethal’ weapons are being used by more and more local police forces, as well as military forces brought in to control civilian crowds and other situations. Despite their name, non-lethal weapons have been known to cause deaths ... and as Dr Stephen Coleman suggests, there are other, more insidious hazards as well. He explores the complex ethics -- and the unexpected consequences -- of using non-lethal weapons to control civilians.
In CDLE Leadership Paper 1-2009 CMDR Tony Mullan, RAN identifies a range of practical areas against which the content of existing values programs in Defence can be evaluated. The paper describes what values are and their relationship to individual behaviour, decision making and long term organisational performance.
Philip Zimbardo knows how easy it is for nice people to turn bad. In this TED talk, he shares insights and graphic unseen photos from the Abu Ghraib trials. Then he talks about the flip side: how easy it is to be a hero, and how we can rise to the challenge.
The CDLE Leadership Paper 2-2008 is Warrant Officer Class One, Kevin Woods’ CSC, OAM, account of leadership from a solider’s point of view. In this paper WO1 Woods covers aspects of leadership around compassion, risk aversion, honest reporting, micro-management, and moral courage,
Critical thinking is that mode of thinking – about any subject, content, or problem – in which the thinker improves the quality of his/her thinking by skilfully analysing assessing, and reconstructing it. Critical thinking is self-directed, self-disciplined, self-monitored, and self-corrective thinking. It assumes (or takes for granted) agreeance to rigorous standards of excellence and careful (mindful) command of their use. It entails effective communication and problem-solving abilities, as well as a commitment to overcome our native egocentrism and sociocentrism (or group egocentrism).
The role of effective mentorship within the ADF is self-evident but its effective implementation can prove challenging. This US mentoring guide was adapted for use by senior Army leaders and contains a Q&A section and other great information on the Mentoring process. We're currently developing Australian specific resources to support you further.
CDLE Command Paper 5 - 2004 is the address to the Higher Command and Staff Studies Course on 01 November 2004 by the then General Peter Cosgrove, AC, MC. His topic of address in operational leadership and the higher command environment.
CDLE Command Paper 2-2004 is a commentary and discussion on developing a Command philosophy. Developed by CDLE for the Australian Command and Staff Course in 2004, it has some timeless advice regarding how to tackle command and how to develop a command phiolospohy whether it is personal or officially promulgated.
In 2007, a research project was undertaken by Dr Nick Jans, Jamie Cullens and Dr Stephen Mugford, analysing the process of top-level strategic leadership in the Australian Defence Community.