WEST POINT PROGRAM INTRODUCTION
Lesson I.1 – Faculty Introduction and Background
Lesson I.2 – Goals of the Program and Dispersed Leadership
Lesson I.3 – Overview of Areas
Lesson I.4 – Leader Thought Process
PROGRAM OVERVIEW
Program Overview
Originally designed in 1978 by General Howard Prince and the staff of the Behavioral Sciences and Leadership Department at the United States Military Academy at West Point, this course has been redesigned by General Prince, Dr. Mitch Javidi, Dr. Dave Mather, and the faculty at the National Command and Staff College. “Authentic & Deliberate Leadership: The West Point Way” is now offered in multiple versions to meet agency and/or personnel needs (self-paced online, instructor led online, blended, and a comprehensive 3 week residency).
The course challenges participants to bring their artful experience leading others at any level of the organization and combine it with behavioral science theories which will improve the participant’s ability to enhance the motivation, satisfaction, and performance of their people.
This course is not intended to be theoretical; it is designed to be deliberately applied in the real world with real people using contemporary challenges in need of creative solutions. The foundation of the course is about understanding human behavior, including your own, and learning to lead people more effectively in a dynamic environment.
Program Faculty
With more than 35 years in public safety leadership, Dr. Dave Mather has worked with more than 350 agencies around the world as an executive coach, leadership instructor, keynote speaker, and international consultant supporting public safety and the communities they serve. Since leaving uniform, Dave served as the Executive Director for RULETC (Rural Law Enforcement Technology Center), a U.S. Department of Justice project that provided technology research, testing, evaluation, and support to law enforcement agencies across the United States. He served as a training consultant and leadership mentor for the Pittsburgh Bureau of Police, Washington State Criminal Justice Training Commission, and is a founding Professional Advisor for the Center for Excellence in Public Safety Leadership. A University instructor, Dave has his master’s in organizational leadership and his Doctorate in Educational Leadership with a focus on adult learning methodologies.
Dave is a Charter Member and Nationally Certified Instructor with IADLEST, a certified facilitator of the “Self-Defeating Habits of Otherwise Brilliant People” and “Resolving Workplace Conflict”. He is an international member of the John Maxwell Facilitation Team, a certified facilitator for several professional personality evaluations and truly enjoys working with organizations to help build capacity and improve even the most resistant cultures.
Dave was a Master Instructor and curriculum designer for the International Association of Chiefs of Police’s, “Leadership in Police Organizations” course. He has adapted the original West Point Leadership course into courses for public safety leaders at all levels of the organization, including “Leadership: The West Point Model” and “Authentic and Deliberate Leadership: The West Point Way”.
Since 1999, he has facilitated leadership courses for more than 3,500 attendees across North America and several foreign law enforcement agencies around the world.
AREA 1 – UNDERSTANDING INDIVIDUALS
AREA 1 – Lesson 1 – Individual Differences
AREA 1 – Lesson 1.1 – Cognitive Process
AREA 1 – Lesson 1.2 – Individuals as an Open System
AREA 1 – Lesson 1.3 – Adult Development Theory
AREA 1 – Lesson 1.4 – Generational Membership
AREA 1 – Lesson 2 – Attribution & Biases
AREA 1 – Lesson 2.1 – Attributions
AREA 1 – Lesson 2.2 – Biases
AREA 2 – LEADING INDIVIDUALS
AREA 2 – Lesson 3 – Motivational Theories
AREA 2 – Lesson 3.1 – Intrinsic and Extrinsic Motivation
AREA 2 – Lesson 3.2 – Expectancy Theory of Motivation
AREA 2 – Lesson 3.3 – Goal Setting as a Motivational Strategy
AREA 2 – Lesson 4 – Equity Theory
AREA 2 – Lesson 4.1 – Equity Theory
AREA 2 – Lesson 5 – Motivation Through Consequences
AREA 2 – Lesson 5.1 – Operant Conditioning
AREA 2 – Lesson 6 – Growth Needs and Rewards
AREA 2 – Lesson 6.1 – Maslow’s Hierarchy and Identifying Growth Needs
AREA 2 – Lesson 6.2 – Hackman & Oldham’s Chart Explained
AREA 2 – Lesson 7 – Followership
AREA 2 – Lesson 7.1 – Followership & Kelley’s Chart of Followers
AREA 2 – Lesson 7.2 – Upward Leadership
AREA 3 – LEADING TEAMS
AREA 3 – Lesson 8 – Introduction Into Teams
AREA 3 – Lesson 8.1 – Introduction to Teams
AREA 3 – Lesson 9 – Group Structural Dimensions
AREA 3 – Lesson 9.1 – Group as an Open System Model
AREA 3 – Lesson 9.2 – Group Structural Dimensions
AREA 3 – Lesson 10 – Group Development
AREA 3 – Lesson 10.1 – Group Development
AREA 3 – Lesson 11 – Socialization
AREA 3 – Lesson 11.1 – Socialization
AREA 3 – Lesson 12 – Cohesion
AREA 3 – Lesson 12.1 – Task and Social Cohesion
AREA 3 – Lesson 12.2 – Indicators of Cohesion
AREA 3 – Lesson 12.3 – Exploring Dysfunctional Cohesion
AREA 3 – Lesson 12.4 – Strategies for Building Team Cohesion
AREA 3 – Lesson 13 – Group Decision Making
AREA 3 – Lesson 13.1 – Group Decision Overview
AREA 3 – Lesson 13.2 – Decision Making Styles
AREA 3 – Lesson 13.3 – Vroom-Yetton Decision Making Tree
AREA 3 – Lesson 14 – Intergroup Conflict
AREA 3 – Lesson 14.1 – Intergroup Conflict
AREA 3 – Lesson 14.2 – Sources and Strategies
AREA 4 – THE LEADER IN THE LEADERSHIP SYSTEM
AREA 4 – Lesson 15 – Social Exchange & Bases of Power
AREA 4 – Lesson 15.1 – Overview, Social Exchange, and Situation in the Leadership System
AREA 4 – Lesson 15.2 – Follower in the Leadership System
AREA 4 – Lesson 15.3 – Leader’s Role in Leadership
AREA 4 – Lesson 15.4 – Theory X and Theory Y
AREA 4 – Lesson 15.5 – Bases of Power
AREA 4 – Lesson 15.6 – Yukl’s Observations & Follower Response to Influence
AREA 4 – Lesson 16 – Leader Member Exchange
AREA 4 – Lesson 16.1 – In Group and Out Group: The Good Old Boy Syndrome
AREA 4 – Lesson 17 – Transformational Leadership
AREA 4 – Lesson 17.1 – Introduction and Charismatic Leadership
AREA 4 – Lesson 17.2 – Comparing Transactional & Transformational Leadership
AREA 4 – Lesson 17.3 – Elements & Strategies
AREA 4 – Lesson 18 – Stress & Resilience
AREA 4 – Lesson 18.1 – Occupational vs Organizational Stress
AREA 4 – Lesson 18.2 – Stress Responses
AREA 4 – Lesson 18.3 – Strategies for Increasing Resilience
AREA 4 – Lesson 19 – Communication and Counseling
AREA 4 – Lesson 19.1 – Understanding Communication
AREA 4 – Lesson 19.2 – The Leader as Counselor
AREA 5 – LEADING ORGANIZATIONS
AREA 5 – Lesson 20 – The Organization and the Environment
AREA 5 – Lesson 20.1 – Overview and Understanding the Environment
AREA 5 – Lesson 20.2 – The Organization as an Open System
AREA 5 – Lesson 20.3 – Leading the Environment
AREA 5 – Lesson 21 – Organizational Culture
AREA 5 – Lesson 21.1 – Understanding and Strengthening a Healthy Organizational Culture
AREA 5 – Lesson 22 – Leading Change
AREA 5 – Lesson 22.1 – Organizational Adaptation
AREA 5 – Lesson 22.2 – Sources of Resistance
AREA 5 – Lesson 22.3 – Strategies
AREA 5 – Lesson 23 – Creating an Ethical Climate
AREA 5 – Lesson 23.1 – Consequences of Ethical and Unethical Climate
AREA 5 – Lesson 23.2 – Strategies