Each prompt question will assess the student's ability to analyze and synthesize various aspects of intelligence organization leadership.The prompt questions will generally require the student to reflect on personal experiences and opinions, and to review and evaluate those experiences in the context of leadership models and approaches, cultural models and perspectives, other environmental factors that may affect intelligence organizations. Additionally, the student will be asked to reflect on personal experiences in assessing leadership success and organizational efficiency, and to combine those with course content to project new individual approaches and/or leadership protocols to optimize organizational performance.

For each prompt question:

1. Respond to the prompt question, combining your personal experiences and opinions with concepts explored in the course.
2. Your responses should clearly reference course concepts and content. You may also include external sourcing to support your observations.
3. Each prompt response should be one-to-two written pages in length.

1. Identify a leader in your personal experience who had a positive effect on you. Describe what the favorable effect was on you (personally) and what aspects of the person's leadership produced that favorable effect. It is permissible but not required for you to name the person, but you must include sufficient detail about the context in which you interacted with this leader to give clarity to your response.

2. Identify a leader in your personal experience who had an adverse effect on you. Describe what the adverse effect was on you (personally) and outline what aspects of the person's leadership produced that adverse effect. While you may name the person, it is not necessary to do, but you must provide sufficient detail about the context in which you interacted with this leader to give clarity to your response.

Two notes as you construct this journal entry (and subsequent course assignments):

1. As you discuss the two leaders you've selected and the effects that they had on you, aim to describe the behaviors and actions you observed and to avoid attributing motive, intent, or the emotions behind what you observed. You can observe the former. You really can't know the latter for certain. Focus on what you can observe and discuss/describe it.
2. If you lead long enough, you will very likely have a less than fully positive effect on someone. That's rarely the intended result. As you consider the leaders who had an adverse effect on you, it's very reasonable to discuss and describe the actions they took and the behaviors they demonstrated (again -- without attributing their motive, intent, or mental state) and how those actions affected you. Character defamation or casting aspersions is out of bounds. The aim here is to analyze and consider alternatives; not to vent.

Readings:

1. Northouse, Chapter 1 (Introduction, pp 1-18); Part of Chapter 13 (Followership, pp.352-377)
2. Hollander, E.P.; Leadership, Followership, Self, and Others; The Leadership Quarterly 3(1), pp.43-54
3. Wheaton, Kristan and Beerbower, Michael, "Towards a New Definition of IntelligenceLinks to an external site." PDF document
4. Kumar, V.; Transformative Marketing: The Next 20 Years; Journal of Marketing, Jul 2018, Vol. 82., Issue 6, pp.1-12
5. Oleson, Peter C and Cothron, Tony; Leading and Managing Intelligence Organizations; American Intelligence Journal, Vol 33, Issue 1, pp.6-16
6. Diaz Matey, Gustavo; The Use of Intelligence in the Private Sector; International Journal of Intelligence and Counterintelligence, on-line 2 Feb 2013, pp.272-287
7. Zegart, Amy; "Intelligence Isn't Just for Government Anymore;" Foreign Affairs, 2 November 2020 https://www.foreignaffairs.com/articles/united-states/2020-11-02/intelligence-isnt-just-government-anymore
8. Kids on Leadership at Resourceful Manager.; video #8 in that series (3:08 min) https://www.resourcefulmanager.com/leadership-videos/