ࡱ> %` ,bjbjNN 7`,,$+ ###8$lz$\ Vl$%%%%&&&kkkkkkk$@nhpkm0&&m0m0k%%lw3w3w3m0%%kw3m0kw3w3udh%$ aNo#1pe,k&l0Vl!f@qq1@qXhh@qj&$)>w3,-&&&kk3d&&&Vlm0m0m0m0   #   #    FEMA Higher Education Project Course Treatment Leadership in Emergency Management Jane Kushma, Ph.D. Associate Professor Emergency Management Jacksonville State University Jacksonville, AL May 2009 Leadership in Emergency Management Course Treatment Course Purpose The purpose of Leadership in Emergency Management is to present a variety of perspectives on leadership that help to inform professional practice and the personal development of the emergency management student. In addition to more traditional or classic notions of leadership students are introduced to contemporary models including collaborative, transformational, and servant leadership. The special demands of crisis leadership are also explored. Finally, students assess their individual leadership capabilities and explore leadership development within the context of an emotional intelligence framework throughout the duration of the course. Learning Objectives To review and critique theoretical perspectives of leadership as applied to emergency management To compare and contrast traditional and emerging paradigms. To examine the demands and requirements of crisis leadership. To apply theoretical perspectives to case situations. To understand the emotional intelligence framework and how it contributes to effective leadership. To assess personal characteristics associated with various leadership styles in self and others. To identify leadership and collaboration skills needed by emergency management personnel. Course Textbook and Readings Shankman, M. L. & S. J. Allen. (2008) Emotionally Intelligent Leadership: A Guide for College Students. San Francisco: Jossey-Bass. Additional readings are drawn from scholarly journals and other sources. NOTE: This course may be taught as an undergraduate or graduate course in emergency management. Additional readings noted as optional should be changed to required if the course is being taught at the graduate level. COURSE OUTLINE Session 1: Course Introduction and Leadership Overview (3 hours) This session introduces the course, reviews goals and objectives, and discusses expectations of students and other requirements. Course instructional methods and rationale for using them are reviewed. Instructor and student introductions Overall goal and objectives of the course Student requirements, responsibilities, and course assignments Course evaluation criteria Course instructional methodologies, and justification for using them analysis and reflection Leadership overview. Required Reading: Text, Chapter 1 (Introduction) Session 2: The Importance of Leadership: Definitions and Distinctions Required Reading: Barker, R.A. (1997). How can we train leaders if we do not know what leadership is? Human Relations, 50(4).  HYPERLINK "http://crcresearch.org/files-crcresearch/File/How_can_we_train_leaders.pdf" http://crcresearch.org/files-crcresearch/File/How_can_we_train_leaders.pdf Assignment: Leadership Essay (The student prepares a 5-7 page paper about their personal experiences with leadership and what lessons they have learned.) Session 3: Context for Leadership Change is a constant Our problems are complex and multi-faceted We have a proliferation of stakeholders and knowledge-holders Expectations of our constituents remain high Our systems are often overly bureaucratic and sluggish Our strategies need to be sustainable. Required Reading: Text, Chapters 2 (Environmental Awareness) and 3 (Group Savvy) George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8). Session 4: Classic Theories of Leadership Trait Approach Skills Approach Style Approach Required Reading: Text, Chapter 4 (Emotional Self-Perception), Chapter 5 (Honest Self-Understanding), Chapter 6 (Healthy Self-Esteem) and Chapter 7 (Emotional Self-Control Zaccaro, S. J. (2007). Trait-Based Perspectives of Leadership. American Psychologist, 62(1). Optional Reading: Judge, T.A, Bono, J.E., Ilies, R. & M.W. Gerhardt. (2002) Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology. 87(4). Mumford, M. D., Zaccaro, S. J., Connelly, M. S., & Marks, M. A. (2000). Leadership skills: Conclusions and future directions. The Leadership Quarterly, 11(1). Blanchard, K. H., Zigarmi, D., & R. B. Nelson. (1993). Situational Leadership (R) After 25 Years: A Retrospective. Journal of Leadership & Organizational Studies, 1(1). Session 5: Contemporary Theories of Leadership Transformation Leadership Collaborative Leadership Servant Leadership Charismatic Leadership Required Reading: Text, Chapter 8 (Authenticity), Chapter 9 (Flexibility), Chapter 10 (Achievement), Chapter 11 (Optimism), and Chapter 12 (Initiative) Optional Reading: Chrislip, D.D. (2002) The Collaborative Leadership Fieldbook. San Francisco, CA: Jossey-Bass, Inc. Russell, R. F. & A.G. Stone. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23(3). Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2). Exam I Session 6: Crisis Leadership The Case of Hurricane Katrina Required Reading: Text, Chapters 13 (Empathy) and Chapter 14 (Citizenship) Boin, A. & P. Hart. (2003). Public leadership in times of crisis: Mission impossible? Public Administration Review, 63(5). Optional Reading: Boin, A. & A. McConnell. (2007). Preparing for critical infrastructure breakdowns: The limits of crisis management and the need for resilience. Journal of Contingencies and Crisis Management, 15(1). Brandstrom, A., Bynander, F. & P. Hart. (2004). Governing by looking back: Historical analogies and crisis management. Public Administration Review, 82(1). Menzel, D.C. (2006) The Katrina aftermath: A failure of leadership or federalism? Public Administration Review, November/December. Moynihan, D. P. Learning under uncertainty: Networks in crisis management. Public Administration Review, 68(2). Case Study Assignment: Kennedy School of Government (2007), Plans vs. Politics: New Orleans after Katrina,  HYPERLINK "http://ksgcase.harvard.edu/casetitle.asp?caseNo=1862.0" http://ksgcase.harvard.edu/casetitle.asp?caseNo=1862.0 Session 7: Performance Leadership Required Reading: Text, Chapter 15 (Inspiration) Behn, R.D. (2006) Performance Leadership: 11 Better Practices that Can Ratchet Up Performance  HYPERLINK "http://www.businessofgovernment.org/pdfs/BehnReport2.pdf" http://www.businessofgovernment.org/pdfs/BehnReport2.pdf Session 8: Applying Leadership to the Emergency Management Cycle Required Reading: Text, Chapter16 (Influence), Chapter 17 (Coaching), Chapter 18 (Change Agent) Waugh, Jr. W.L. & G. Streib (December 2006). Collaboration and leadership for effective emergency management. Public Administration Review, Special Issue. Session 9: Emergency Management Principles and Leadership Required Reading: Text, Chapter 19 (Conflict Management), Chapter 20 (Developing Relationships, Chapter 21 (Teamwork) IAEM. 2007. Principles of Emergency Management.  HYPERLINK "http://www.iaem.com/publications/Reports.htm" http://www.iaem.com/publications/Reports.htm Exam II Session 10: Leadership Applied: Federal Senior Executive Service Leadership Model Required Reading: Text, Chapter 22 (Capitalizing on Difference) Guide to Senior Executive Service Qualifications  HYPERLINK "http://www.opm.gov/ses/references/ses_quals_guide_2006.pdf" http://www.opm.gov/ses/references/ses_quals_guide_2006.pdf Session 11: Ethical Leadership Required Reading: Brown, Michael E. and Linda K. Trevino. (2006) Ethical leadership: a review and future directions, The Leadership Quarterly, 17:6, p. 596-616. Session 12: Assessing Leadership Required Reading: Text, Chapter 23 (Developing Emotionally Intelligent Leadership) Wart, M. V. (2003). Public-sector leadership theory: An assessment. Public Administration Review, 63(2). Session 13: Leadership Development Required Reading: Day, D.V. (2001) Leadership development: A review in context. The Leadership Quarterly. 11(4). Optional Reading: Day, D.V., Harrison, M.M. & S.M. Halpin. (2009) An Integrative Approach to Leadership Development, New York: Routledge. Session 14: Summary and Closing Thoughts Session 15: Final Exam Selected Leadership Links Collaborative Leadership  HYPERLINK "http://tamarackcommunity.ca/CL_index.html" http://tamarackcommunity.ca/CL_index.html Center for Creative Leadership  HYPERLINK "http://www.ccl.org/leadership/index.aspx" http://www.ccl.org/leadership/index.aspx The Community Leadership Association  HYPERLINK "http://www.communityleadership.org/dnn/" http://www.communityleadership.org/dnn/ Center for Servant Leadership  HYPERLINK "http://www.greenleaf.org/" http://www.greenleaf.org/ Emotional Intelligence  HYPERLINK "http://www.eiconsortium.org/index.htm" http://www.eiconsortium.org/index.htm Emotional Intelligence and Emergency Response  HYPERLINK "http://morethansound.net/wordpress/?p=36" http://morethansound.net/wordpress/?p=36      PAGE \* MERGEFORMAT 2 /   !   9 T ·Щvj^RF:h'~CJOJQJ^JhCJOJQJ^Jh`CJOJQJ^Jh{CJOJQJ^JhgLCJOJQJ^JhRCJOJQJ^JhkYaCJOJQJ^Jh#CJOJQJ^Jh#5CJOJQJ\^JhkYah`>5CJ\aJh#5CJ\aJhkYah{5CJ\aJh`>5CJ\aJh'~5CJaJh`>5CJaJh#5CJaJhgL5CJaJ/0STUVi}      & Fgdgd#$a$gd`>$a$gd#$a$gdgL,, % #%.0gjkstueVGVhw5CJOJQJ\^Jh#5CJOJQJ\^Jhwh#5CJOJQJ^JhP{#5CJOJQJ^Jh`>CJOJQJ^Jh`>6CJOJQJ^Jh{6CJOJQJ^Jh{CJOJQJ^Jh'~CJOJQJ^Jh>CJOJQJ^Jhw5CJOJQJ^Jh`>5CJOJQJ^Jh'~hkYah*hkYa5CJOJQJ^J N % $a$gdP{#gd# & Fgd !"-Ighirz{|CEFyqjq hhjhUhh5 h6hh$( h*5 h65 hw5hwhmh{ h5 h{5 hE5 h'~5hEh'~h*h#h#CJOJQJ^Jh MCJOJQJ^Jh`>CJOJQJ^Jh`>5CJOJQJ\^J'^y !"hi|.8^8gd & F gd'~^gd 8gdw^gdm & F gd^gdEgdE & F h88^8gdgd#F-./0<HSTfghqyz{  #$%&'2CQ./ʻ֧֫zupzփ hA5 h?$5 h$(5hmh$( h$(hmh$(hm]h93hm6] h93hmh6h{ h5 h?$h{ h{5 h65 h]5 hE5 h'~h*h'~ h'~5 h*5 h{hmhjhUh jh0J,./0STj=fg{%&'Qarh`hgd & F p gd pgd{^gd{ 8gdw^gdE/I #$6gd] & F gdm^gdE 8gdw 7$8$H$^gd] & F 7$8$H$gdz]# & F gd( 7$8$H$gd$( & F 7$8$H$gd /n"6HI [Ľ뽳yogc\ h93h]h93h$(h93]h93h936] h93h93 hSxh93h$(mH sH hph93mH sH hz]#OJQJ^J h$(h$(h$(hz]#]hz]#hz]#6] hz]#hz]#h(hR h hR h h(h$(h$(5 h$(5h h$(h h 6] h h # #$-6 34CEQIeijkqrst~غسسءؚ~vnjhh h65h93h]5htrVh]5 htrV5 h935h93h936] h93h93h93h 5h h 6] h h  h]5\ h]6]h]h]5h]hm5h] h]5 hE5 hrn5 h 5 h(5 h?$5 h65)4jkrstxyS & F 7$8$H$gd~gd]^gd] & F 7$8$H$gd] & F gd93gd( 8gdw8^8gdp & F 7$8$H$gd93 & F gd  & F gd]HSswxzLNRSdprz6A]r˶ߟ񟛟㌅ߟ~~v~h^Wh]6 h93h] hWhWhWh]] h^W6]h^WhWh~ hXhhXhhXhh~]h~h~6]he#~ h~he#~ h~h~h]h]5 h]5h]h~h]6]hrn h~h]hXhhm.s !'!" " "K"L"8^8gd2'8^8gdV & Fgd 8^gdE 8gdw & F7$8$H$gd, 7$8$H$gd, 87$8$H$^8gd~ & F 7$8$H$gd~ & F gd]rs" + C Q R ^ !!&!/!2!9!!!!!º³º³uujh93h2'U h93h2'h hW5 hE5 h2'5 h65 h93hVh6h jh%0J h%h%jh%Uh%h, h%5 h,5h~ hWh~hWh~]h~h~6] h~h~hWh],!""" " """J"K"L"U"^"y""""##8#F#G#H#J#K#T#U#######$,$-$g$h$$$$$$ȿȩפשȻ}vrhtrV htrVh(h~h~0J h~h~jh~h~Uh~h~6hm hR 5 hV5 h~6h~h93hVh h5 hE5 hm5 h*5 h65 h2'5 h93hVh2'jh93h2'Uh93h2'0J*L"^""G#H#I#J#K#####$$$$$$%5%%% & FgdgdtrV & Fgd( 8gdw 8gdm & Fgd~ & F7$8$H$gd93^gdE$$$$$$$$%4%5%f%h%i%%%%%%%%&&&&$&,&-&5&[&&&&&~y~yqmimd`[ h5h6 h6hrnhhh5 h5 hV5 h(5hVEchVEc5h~hVEc0J h~hVEcjh~hVEcUhVEchVEc56]hrnhVEc6]hh5 hV] hE5] hV5]h?$h65 h65 hm5 h=5htrVhtrV5 htrV5!%&&-&&&&&&3''''''2(4(G(( & FgdtrVgdtrV^gdE8^8gd & F7$8$H$gd  & Fgd 8^gdE^gd~ & Fgd 8gdV 8gdw&&&&&&&2'3'l'w''''''''''''( ((+(1(2(5(G(w(((((((((() )))()Žϱ֭֭֠whVEchVEc5 hVhm h65 htrVhtrV htrV6 htrV5htrVhtrVhR5 hR6hR h 5 hrnhrnhrnh ]h~h 6] h~h hrnh h5hV hV5 hE5 h65 hm5 hgL5,((((()))*)))k*l***++*,+,,,,,,,,gdK\ & FgdP{#^gdP{# & Fgd 8gdw()))*)D)b)c)))))))))** *?*@*h*i*j*k*l**********+3+I+J+q+r++++++++++,,',(,),*,+,Z,\,],,,,,,,,쿲jhmUhVEch>*jhVEch>*UhVEch5\ hVEchP{#hhVEch0JjhVEchUhP{# hVEchhVEchVEch`G65@,,,,,,,,,,,,,,,,,hVEch9\uh >mHnHuh]jh]UjhmUhm,,,,,,,, & F$a$gdK\5 01h:p]/ =!"#$% 0@@@ NormalCJ_HaJmH sH tH ::  Heading 1$@&5\@@  Heading 2$$@&a$5\>>  Heading 3$@& 5CJ\BB  Heading 4$@&^5\BB  Heading 5$@&^5\DA@D Default Paragraph FontViV  Table Normal :V 44 la (k(No List 6U@6 Hyperlink >*B*phFVF FollowedHyperlink >*B* phe@ HTML Preformatted7 2( Px 4 #\'*.25@9!B*CJOJPJQJ^JaJphDC"D Body Text Indent p^pL1L basictext15CJOJQJ\aJo(ph4B4 Header  !RRRR #Body Text Indent 2hdx^h6a6 # Char Char3CJaJ:r: # Footnote TextaJ22 # Char Char2CJ4 @4 K\0Footer  H$66 K\0 Char Char1CJaJHH K\ Balloon TextCJOJQJ^JaJ@@ K\ Char CharCJOJQJ^JaJ@O@ P{# List Paragraph ^$`/0STUVi}N% ^ y  ! " h i | . / 0 S T j  = f g { %&'Qar/I #$64jkrstxySs'  KL^GHIJK5-32 4 G !)!*!!!k"l"""##*$+$$$$$$$$$$$$$$000000000000000000000000 0 0 0 0 0 0 0X0X0X0X0X0X0X0X0X0X0X0X0X0X0X0X0000000 0 0 0 0 0 000 000000 0000000000000000 0 000000000 0 000 0 0 0000000000 000 0 0 000000000 0 000 0 0 0 000 000000 0 000000 0 00000000 0 0000000 0 00000 00000 0 00000 000 00000000 00 00 00 00 00X00X00X00@0X00@0X00@0X00@0@0X00jX00$ ***- F/r!$&(),,!"$&')+-. .L"%(,, #%(*,/, E Q,ghb!!!"?"h""""I#q###$'$\$$$$XXXXXXXXXXX $&-!8@0(  B S  ?$9ooKl\poK,\qoK\roK,\soK\toKl\uoK\voKl\woK\xoK,\yoKl\zoK\{oK\|oK4}oK ~oKtoKtoK4oK4oK4 oK oK,#oKl#oK#oKOoKOoK4OoKtOoKOoKOoK4OoKtOoKOoKOoK4OoKtOoKOoKOoK4OoKtOoKOoKOoK4OoKtOoKOoKOoK4OoKtOoKOoKOoK4OoKtOoKOoKOoK4OoKoKgg r r q q --??66UU$$> > $      !#"$%&'()*+,-./012345678tt y y x x 44  FFAA\\++E E $  !#"$%&'()*+,-./012345678=7*urn:schemas-microsoft-com:office:smarttags PlaceType=8*urn:schemas-microsoft-com:office:smarttags PlaceName93*urn:schemas-microsoft-com:office:smarttagsState84*urn:schemas-microsoft-com:office:smarttagsCity99*urn:schemas-microsoft-com:office:smarttagsplace 987794394949494949494949494394949494394949494949494949493*+569$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$^ y " i | h { n"I6ISAs'LKw G !*!#+$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$p?*`.ƯWHf > Tz< Zb$ *(GZR+BwD1U8G/G<#DxM.lWN-VSP6j>.1]_r,_$w}`ro'}: h8^8`OJQJo(hHh^`OJQJ^Jo(hHoh ^ `OJQJo(hHh ^ `OJQJo(hHhx^x`OJQJ^Jo(hHohH^H`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhp^p`OJQJ^Jo(hHoh@ ^@ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhP^P`OJQJ^Jo(hHoh ^ `OJQJo(hHh ^`OJQJo(h ^`OJQJo(oh pp^p`OJQJo(h @ @ ^@ `OJQJo(h ^`OJQJo(oh ^`OJQJo(h ^`OJQJo(h ^`OJQJo(oh PP^P`OJQJo(hpp^p`OJQJo(hHh @ @ ^@ `OJQJo(oh ^`OJQJo(h ^`OJQJo(h ^`OJQJo(oh ^`OJQJo(h PP^P`OJQJo(h   ^ `OJQJo(oh ^`OJQJo(h88^8`OJQJo(hHh^`OJQJ^Jo(hHoh ^ `OJQJo(hHh ^ `OJQJo(hHhx^x`OJQJ^Jo(hHohH^H`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhp^p`OJQJ^Jo(hHoh@ ^@ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhP^P`OJQJ^Jo(hHoh ^ `OJQJo(hHh^`OJQJo(hHhpp^p`OJQJ^Jo(hHoh@ @ ^@ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhPP^P`OJQJ^Jo(hHoh  ^ `OJQJo(hH hh^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(h pp^p`OJQJo(h @ @ ^@ `OJQJo(oh ^`OJQJo(h ^`OJQJo(h ^`OJQJo(oh ^`OJQJo(h PP^P`OJQJo(h   ^ `OJQJo(oh ^`OJQJo(h^`OJQJo(hHhp^p`OJQJ^Jo(hHoh@ ^@ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhP^P`OJQJ^Jo(hHoh ^ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohpp^p`OJQJo(hHh@ @ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohPP^P`OJQJo(hHh88^8`OJQJo(hHh^`OJQJ^Jo(hHoh ^ `OJQJo(hHh ^ `OJQJo(hHhx^x`OJQJ^Jo(hHohH^H`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`.h^`.hpLp^p`L.h@ @ ^@ `.h^`.hL^`L.h^`.h^`.hPLP^P`L.h^`OJQJo(hHhp^p`OJQJ^Jo(hHoh@ ^@ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhP^P`OJQJ^Jo(hHoh ^ `OJQJo(hHh@ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohP^P`OJQJo(hHh ^ `OJQJo(hHh^`OJQJ^Jo(hHoh!^!`OJQJo(hH ^`OJQJo("  ^`OJQJo("  pp^p`OJQJo("  @ @ ^@ `OJQJo("  ^`OJQJo("  ^`OJQJo("  ^`OJQJo("  ^`OJQJo("  PP^P`OJQJo(" h8^8`OJQJo(hHh^`OJQJ^Jo(hHoh ^ `OJQJo(hHh ^ `OJQJo(hHhx^x`OJQJ^Jo(hHohH^H`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhp^p`OJQJ^Jo(hHoh@ ^@ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHhP^P`OJQJ^Jo(hHoh ^ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohpp^p`OJQJo(hHh@ @ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohPP^P`OJQJo(hH DxMBZR+1] `/G *U8G'}WNwD Zb$w}`r,_VSPp?W                                                                                                                                       0H]Z[<ҽFY¾b~X                           Er l(^#VIgTl(^#Vl(^#V,L+#f|c5l(^#Vw:(S7N(S7NJcVl(^#Vl(^#f|cttr#f|cmhsl(^#Vttw:F|#f|cji LoE^] .  Rm* +m{Xh"0j N"z]#P{#A`%~&ju'$(936`G6B9u: >`>w~E_L MMeTtrV WUWYK\]C]kYa/bVEcGcjjrn9\uSx%y~e#~'~ WV%G6[?$`E^W#~V~-EpvA1ww< 4d6\,N3>|@bgL q)cA_0>hks(NU{R 2'~=@f$@UnknownG: Times New Roman5Symbol3& : ArialI& ??Arial Unicode MS7&  Verdana5& zaTahoma?5 : Courier New;Wingdings"1hނFނF|CB|CB!x4d$$ 2qHX?M2$Institute for Emergency Preparedness Jane Kushmabjohnso4X              Oh+'0 ( H T ` lx(Institute for Emergency Preparedness Jane Kushma Normal.dot bjohnso42Microsoft Office Word@F#@'@Q0@ O@ O|C՜.+,D՜.+,P  hp|  B$' %Institute for Emergency Preparedness Title 8@ _PID_HLINKSA\B)http://morethansound.net/wordpress/?p=36F&http://www.eiconsortium.org/index.htmLhttp://www.greenleaf.org/')(http://www.communityleadership.org/dnn/O_)http://www.ccl.org/leadership/index.aspx9*http://tamarackcommunity.ca/CL_index.html1X ;http://www.opm.gov/ses/references/ses_quals_guide_2006.pdfD] -http://www.iaem.com/publications/Reports.htmG9http://www.businessofgovernment.org/pdfs/BehnReport2.pdfe17http://ksgcase.harvard.edu/casetitle.asp?caseNo=1862.0?bKhttp://crcresearch.org/files-crcresearch/File/How_can_we_train_leaders.pdf  !"#$%&'()*+,-./02345678:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqstuvwxy{|}~Root Entry FWoData 11Table9qWordDocument7`SummaryInformation(rDocumentSummaryInformation8zCompObjq  FMicrosoft Office Word Document MSWordDocWord.Document.89q