LEADER DEVELOPMENT FOR AMERICA'S ARMY

Figure 13. Civilian Leadership Training Common Core
Self–Development Civilian self–development opportunities are essentially the same as for officers, warrant officers, and
noncommissioned officers. The key is accurate assessment — by individuals, commanders, and supervisors — of
individuals to determine strengths, weaknesses, and developmental needs. An individual may choose a professional
reading and writing program, professional conferences, affiliations with professional organizations, correspondence
c o u r s e s , o f f – d u t y a d v a n c e s c h o o l i n g , o r o t h e r a p p r o p r i a t e s e l f – d e v e l o p m e n t a c t i v i t i e s . A C T E D S r e c o m m e n d s
self–development activities and encourages civilians to participate in a number of self–development opportunities to
increase competence on the job and meet career goals.
Civilians in professional, technical, and leadership positions are an internal part of the total force. They provide critical
continuity of operations and expertise essential to mission accomplishment, especially in this time of evolving threats
and diminishing resources. Civilian members of the force must be afforded opportunities to be trained and developed in
the same progressive and sequential manner as their military counterparts.
Chapter 9
LEADER DEVELOPMENT SUPPORT SYSTEM
The Leader Development Support System (LDSS) was formally established in May 1989 to ensue that the Army’s
leader development efforts and accomplishments proceed well into the future. In addition, it provides a mechanism to
28 DA PAM 350–58 • 13 October 1994