Book Reviews

106 Journal of Strategic Intelligence Summer 2016

The Character of a Leader: A Handbook for the Young Leaderby Donald Alexander Published by CreateSpace Independent Publishing Platform, North Charleston, SC (2015) 156 pages

Reviewed by Dr. Angela PierceOver the past hundred years, scholars

and practitioners have studied what makes a great leader, and theories have focused on what particular traits, skills, or styles are most effective. In The Character of a Leader: A Handbook for the Young Leader, Donald Alexander (a pen name) captures his reflec-tions on leadership after serving more than four decades in the Intelligence Community (IC). Although Alexander includes examples from the IC and military, he recognizes, as do most leadership books, the broad applicability of leadership principles. The examples and their application are not limited to the IC leader. His frame-work of effective leadership is founded on character: “Be a person of in-tegrity; put your mission and people before yourself; conduct yourself with honor.”1 Furthermore, he states clearly that it takes hard work, dedication, and discipline to get there.

Alexander begins the book by asking some questions: “What exactly is

About the Reviewer: Dr. Angela Pierce joined the faculty in the College of Strategic Intelligence at the National Intelligence University in 2012, where she teaches graduate courses in the areas of leadership, organiza-tional management, and thesis methodology and design. Prior to NIU, she completed the Defense Senior Leadership Development Program.

1Donald Alexander, The Character of a Leader: A Handbook for the Young Leader (North Charleston, SC: CreateSpace Independent Publishing Platform, 2015), xv.

Book Reviews

107Journal of Strategic Intelligence Summer 2016

this esoteric thing called leadership? Will I measure up? Where and how am I to learn this skill? What if I can’t figure it out?” 2 Alexander’s target audience is the young leader. He believes this group might be more recep-tive to learning from his experiences, whereas seasoned leaders might be offended by the idea they have risen to senior leadership positions without learning these skills. However, Alexander’s examination on leadership is just as relevant for the established leader. Alexander’s examples are heavily focused on strategic leadership, without referring directly to the concept. For example, he recognizes the importance of a leader to diagnose the prob-lem, understand the environment, and implement strategy. These are the common characteristics of a strategic leader —also referred to as executive leader or enterprise leader in some leadership books.3

Alexander’s ideas on leadership and leadership traits are consistent with recent research conducted in the field of leadership and organizational man-agement. For example, recent leadership scholars have conducted studies on what people look for in a leader; the characteristics of honesty, integrity, and competence rise to the top.4 Similarly, Alexander contends, “Your abili-ty to ‘lead them’ will, therefore, be directly proportional to their trust in you, which is in turn a product of character, integrity, and professional compe-tence…”5 Alexander discusses the Founding Fathers, “Wild Bill” Donovan, John McCain, Steve Jobs, and others to demonstrate effective leadership qualities. Each example is short, and few are specific to an IC leader, but they demonstrate how integrity, courage, vision, and the determination to overcome obstacles are central to effective leadership.

Alexander also incorporates the idea of situational leadership by ac-knowledging that leaders can develop their own leadership style over time and adapt it as necessary. He underscores the importance of ensuring it is “always anchored in the immutable principle of personal and professional integrity.”6 Alexander emphasizes the leader’s responsibility to “lead the

2Ibid, xiv.3For additional information on strategic leadership see Stephen J. Gerras, Murf Clark, Charles Allen, Traci Keegan, Richard Meinhart, Lenny Wong, Craig Bullis, and George Reed, Strategic Leadership Primer (Carlisle Barracks, PA: Army War College, 2010). http://www.au.af.mil/au/awc/awcgate/army-usawc/sprimer.pdf. Also see Gary A. Yukl, Leadership in Organizations (India: Pearson Education, 1989)4See James M. Kouzes, and Barry Z. Posner, “The Credibility Factor: What Followers Expect from Their Leaders.” Management Review, January 1990.5Donald, xviii.6Ibid, 76.

Book Reviews

108 Journal of Strategic Intelligence Summer 2016

troops” and seems to support a leadership behavior that aligns with a more directive or commanding style of leadership. For example, he underscores that “real” leaders behave a certain way: “Real leaders have to lead, to be strong. Real leaders don’t put a finger up to test the wind. Real leaders show people the path toward mission accomplishment. Real leaders don’t count ballots or adopt the majority ‘solution.’”7

Alexander also warns the young leader of potential threats to organiza-tional success. He contends a leader must learn “how to find optimal bal-ance between tribalism and collaboration… and harness the best of each.”8 Alexander connects this discussion to the IC by acknowledging the IC’s lack of collaboration leading up to the 9/11 terrorist attacks and the dangers that could follow as a result. This example is more powerful than others in his book because it has direct application to the IC leader.

The IC leader is required to make important (and unique) decisions ev-ery day that can impact organizational and mission success. Alexander’s book contains good advice for the new and emerging leader by addressing lessons learned from his experiences and other leaders in the military and IC.

7Ibid, 101.8Ibid, 82.