The state of leadership in DHS - is there a model for leading?

Abstract

This thesis studies strategic leadership within the Department of Homeland Security (DHS). The study centered on a search for a leadership strategy that may be helpful for DHS leaders given their inherent organizational, functional, and technological challenges. The research entailed an in-depth review of existing literature along with interviews/focus groups with senior executives external to DHS, senior executives within DHS, and DHS manageriallevel professionals. This thesis argues that DHS leaders would benefit from an organizationally sponsored leadership strategy that supports DHS's pursuit to secure the United States' homeland. The findings of this research are based on key themes that were formed as a result of the research. These themes are presented as key findings and, in some cases, recommendations for how DHS leaders may be able to enhance both individual and organizational performance as DHS carries on into the future. The findings support that there are leadership strategies that can help DHS to achieve a higher level of organizational and mission-oriented performance. The leadership strategy that is recommended as a result of this research is for DHS to establish a leadership strategy that is not only linked to its overall business strategy, but is inherently part of its business strategy.