'THICS, LEADERSHIP AND INTERDEPENDENCE - FEDERAL EXECUTIVE INSTITUTE, JUNE 1975

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79-00498A000600100011-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: August 10, 2000
• Sequence Number: 11
• Publication Date: September 7, 1976
• Content Type: MF

Approved For Release 2002/05/02 : CIA-RDP79-00498A000600100011-2
DDA 76-4459
7 September 1976
MEMORANDUM FOR: Deputy Director of Central Intelligence
FROM John F. Blake
Deputy Director for Administration
SUBJECT "Ethics, Leadership and Interdependence"--
Federal Executive Institute, June 1975
1. This is my initial submission to you in my new
role--your book reviewer.
2. The Federal Executive Institute (FEI) booklet of
June 1975 contains three articles. I comment as follows:
"The Executive's Responsibility to Himself"--
Roger W. Jones, Consultant, Office of
Management and Budget, anf former
Chairman, U.S. Civil Service Commission
The first article by Mr. Jones is a discourse
that starts with a philosophical/theological
discourse on the conduct of public officers.
It then goes on to describe an environment
which federal officers should create and
which should guide their discharge of duties.
The author presents a series of 10 points
without precisely identifying their founda-
tion. He describes them as not being ethical
in nature but, rather, addressing themselves
to "behavior and what today is referred to as
mind-set".
In my opinion, the article does not have much
relevancy to people engaging in national secu-
rity affairs. Its relevancy is to be found
with those entities which are engaged in what
I choose to call "public management", i.e.,
Departments of Health, Education and Welfare;
Housing and Urban Development; Transportation.
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"Where Have All the Leaders Gone?"--
arren G. Bennis, President,
University of Cincinnati
This is a first-rate product. Indeed, I almost
consider it a classic in, first, analyzing the
problems of leadership today as opposed to 50 or
100 years ago and, secondly, in identifying the
appropriate role and the problems faced by
"leaders". My reaction may be somewhat slanted
because the author explicitly reflects my own
long-standing bias that there is great difference
between leadership and management. Indeed, the
author goes further than that and addresses him-
self'to the problems of trying to select potential
leaders. In this connection he has two noteworthy
quotations:
"After at least fifty years of
research and theorizing we can say
only one thing with any confidence:
there are no provable generalizations
about leadership."
"But all the accumulated
research in personal psychology suggests
there is not one single trait or
characteristic that would have any value
in predicting leadership potentialities.
None -- not even intelligence."
He most thoughtfully develops what I would call
the ease of exercising leadership years ago
when the problems and. pressures were all,
practically speaking, internal within the unit
under the leader's rule. He then goes on to
show the great challenge to leadership today
with the most vexsome and conflicting pressures
external to the unit being led, i.e., govern-
mental regulation, the media, consumer groups,
unions, etc.
The author identifies eight areas of prime
importance that he notes are indicative about
the behavior of today's leaders and they are
found at page 45. In my opinion they are very
astutely identified.
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I have several thoughts in mind about the
utilization of this article. I wish to
send one to Harry Levinson and obtain his
reaction. My belief that leadership is
entirely different than management has been
my motivating force in bringing the
Levinson techniques to the Agency. Secondly,
I am going to call the article to the
attention of the Office of Training and
suggest they include it in reading material
given to students in various courses.
Lastly, I propose to give a copy to the
Office Directors in this Directorate.
"We Took Our Eye Off the Ball--"
Harlan Clevelan , Director, International
Affairs Program, Aspen Institute for
Humanistic Studies
Forget it! It is a rather minor and pedestrian
presentation of what the author believes the
dissolutionment of the American citizenry that
exists in 1975. Counterpart articles can be
read any week or month. by any respectable
political columnist.
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DDA:JFBlake:der (7 September 1976)
Approved For Release 2002/05/02 : CIA-RDP79-00498A000600100011-2