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Leadership Skills For A Successful Homeland Security...

Exceptional leadership skills are compulsory for a successful Homeland Security workforce. Leadership has repeatedly shown to influence employee morale, productivity, job satisfaction, organizational commitment, stress and resilience (Committee on the Department of Homeland Security Workforce, 2013). Alternatively, poor leadership leads to increased stressors in the workplace (Kelloway et al., 2005). One can develop leadership skills by reflecting on past experiences, and differentiating instances which yielded both positive and negative outcomes. Over the discourse of this paper, leadership experiences in which I have encountered will be examined. For background, next year will be my tenth year working for the same DoD defense†¦show more content†¦To those with families, and other commitments, this could be challenging. It would have been helpful to us, if Leader 1 took the minimal leadership tasks seriously; for instance, performance appraisals. One cannot improve, i f they lack awareness of weaknesses. Performance appraisals, one of the few one-on-one times we had with Leader 1, was more or less just a check in the box. As long as the department work was getting done, in Leader 1’s eyes you were doing a fine job. There were no observations of areas which could use improvement. Given none of us are perfect and all happen to be mid-level employees, I found this to be a great disservice. Moreover, areas in which we thrived were merely glossed over without any recognition. Then there’s the day-to-day work week. Generally, we performed the same work functions without trying to throw a wrench in things (or in other words, create more work for the team). The monotony and redundancy became an issue for me. When we worked on unique team projects, it usually required collaboration with other departments in the organization. Leader 1’s, â€Å"do no little or no more than required attitude† would transfer to these proj ects as well, pitting us as the group that no one really wanted to work with. Despite Leader 1’s less than desirable leadership skills, he is revered by his peers as a subject matterShow MoreRelatedThe Vision Of The Department Of Homeland Security1611 Words   |  7 PagesChange in strategy The vision of the Department of Homeland Security (DHS), is â€Å"to ensure a homeland that is safe, secure, and resilient against terrorism and other hazards† (United States Department of Homeland Security, 2015). To achieve this vision, DHS has developed five core missions these are, â€Å"to prevent terrorism and enhance security, to secure and manage US borders, to ensure and administer immigration laws, to safeguard and secure cyberspace, and to ensure resilience to disasters.† ToRead MoreImproving The International Hiring Process1370 Words   |  6 Pagescompensation benefits. Political savviness, interpersonal communication skills, conducting several briefings and benchmarking analyses were the various skills I developed in this position. While serving in this capacity, I faced challenges with working with diverse people with various ideas, backgrounds and past experiences that may drove them to be difficult. Therefore, sought out learning opportunities to further master my skills in leading changes and partnerships, and began to consider a futureRead MoreEffective Leadership in Public Safety1914 Words   |  8 PagesEffective Leadership in Public Safety Introduction As chief executive my role is to create and promote a culture that is responsive to the needs and concerns pertaining to public safety and service as required throughout the community. Effective leadership in public safety covers a wide number of issues that require a complex level of competences. This paper will demonstrate my understanding how the internal and external elements of public safety and service need to be managed as they relate toRead MoreEssay on Managing Organizational Change1052 Words   |  5 Pagesof the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction. When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change inRead MoreWomens Role Models And Become Leaders1519 Words   |  7 PagesThere are legion women who serve as role models and become leaders. Women are survivors with unique inner strength who pose to achieve it all without complaining. Likewise, the women are mounting the leadership ladder in the male-dominated industries related to Finance, Federal Departments and Technology. In the United States, women synthesize a majority of the population earning higher college degrees as compared to men, yet holding only 19.2% top executive positions in the corporate world accordingRead MoreLeadership Approaches Of Leadership And Leader Member Exchange1525 Words   |  7 PagesExploring Leadership Approaches Publilius Syrus wrote, â€Å"Anyone can hold the helm when the sea is calm,† meaning any person can be a leader when operations are working correctly (Pozin, 2014). What type of leader stands out when complex problems arise? Two leadership approaches, collective and leader-member exchange, have opposing principles guiding the success of the methods. One approach foregoes a designated leader and enables team members to reach an objective collectively, whereas the differingRead MoreBad Leadership And The Us Border Patrol1861 Words   |  8 PagesABSTRACT Why does bad leadership exist? Bad leadership indeed exists in the US Border Patrol is a question that I have wondered about for many years. What has been done to fix the problem and if any programs have been created to develop good and efficient leaders for the future. This paper sought a definition of bad leadership, and compiled a taxonomy of eighteen types of poor leaders. This research serves as a review of poor leadership in the US Border Patrol. Why does it exists, why it is toleratedRead MoreMy Mission Of A Leader2643 Words   |  11 Pagesproviding the highest quality of security and leadership inside and outside of the institution. I will provide the highest quality of customer service to all internal and external customers. My vision is to help my superiors and subordinates to become trained and educated by sharing the experience and knowledge that I have gained throughout my career. As a supervisor, I will continue to seek training, experience and education in order to accomplish this vision. Leadership Theory I find that becauseRead MoreDeveloping Countries Supporting Afghanistan As A Developing Country1442 Words   |  6 Pagesassistance; Central and South Asia was endowed with more than double that, at fifteen billion dollars. Considering Afghanistan, than it has received a bulk of approximately thirteen billion in aid from which $9.95 billion was spent on military and security assistance to train and arm Afghan police forces and military. In 1960, World Bank realized the needs of Afghanistan; it developed the Aid-to-Afghanistan Consortium where all the principle providers of money had a meeting to discuss about the assistanceRead MoreAfghanistan Is A Developing Country1468 Words   |  6 Pagesassistance; Central and South Asia was endowed with more than double that, at fifteen billion dollars. Considering Afghanistan, than it has received a bulk of approximately thirteen billion in aid from which $9.95 billion was spent on military and security assistance to train and arm Afghan police forces and military. In 1960, World Bank realized the needs of Afghanistan; it developed the Aid-to-Afghanistan Consortium where all the principle providers of money had a meeting to discuss about the assistance

Bank Notes free essay sample

Linear Probability Models (LPMs) * Econometric model to explain repayment experience on past/old loans. * Regression model with a â€Å"dummy† dependent variable Z; Z = 1 default and Z=0 no default. * Weakness: no guarantee that the estimated default probabilities will always lie between 0 and 1 (theoretical flaw) Logit and Probit Models * Developed to overcome weakness of LPM. * Explicitly restrict the estimated range of default probabilities to lie between 0 and 1. * Logit: assumes probability of default to be logistically distributed. Probit: assumes probability of default has a cumulative normal distribution function. Linear Discriminant Analysis * Derived from statistical technique called multivariate analysis. * Divides borrowers into high or low default risk classes. * Altman’s LDM = most famous model developed in the late 1960s. Z lt; 1. 8 (critical value), there is a high chance of default. * Weaknesses * Only considers two extreme cases (default/no default). * Weights need not be stationary over time. 3. New Credit Risk Evaluation Models Newer models have been developed – use financial theory and financial market data to make inferences about default probabilities. * Most relevant for evaluating loans to larger corporate borrowers. * Area of very active continuing research by FIs. Credit Ratings * Ratings change relatively infrequently – objective of ratings stability. * Only chance when there is reason to believe that a long-term change in the company’s creditworthiness has taken place. * Samp;P: AAA, AA, A, BBB, BB, B and CCC * Moody’s: Aaa, Aa, A, Baa, Ba, B and Caa Bonds with ratings of BBB and above are considered to be â€Å"investment grade† Estimating Default Probabilities 1. Historical Data * Provided by rating agencies e. g. cumulative average default rates * If a company starts with a: * Good credit rating, default probabilities tend to increase with time. * Poor credit rating, default probabilities tend to decrease with time. * Default Intensity vs Unconditional Default Probability * Default intensity or hazard rate is the probability of default conditional on no earlier default. * Unconditional default probability is the probability of default as seen at time zero. Default intensities and unconditional default probabilities for a Caa rated company in the third year Supplement point 14 by monitoring a combination of internal reports, prudential reports and market information. 16. Should intervene to require effective and timely remedial action to address liquidity deficiencies. 17. Should communicate with other regulators e. g. central banks – cooperation TOPIC 7: CORE PRINCIPLES OF EFFECTIVE BANKING SUPERVISION Overview * Most important global standard for prudential regulation and supervision. * Endorsed by vast majority of countries. * Provides benchmark against which supervisory regimes can be assessed. * 1995: Mexican and Barings Crises Lyon Summit in 1996 for G7 Leaders. 1997: Document drafted and endorsed at G7 meeting. Final version presented at annual meetings of World Bank and IMF in Hong Kong. * 1998: G-22 endorsed * 2006: Revision of the Core Principles * 2011: Basel Committee mandates a major review, issues revised consultative paper. The Core Principles (2006) * 25 minimum requirements that need to be met for an effective re gulatory system. * May need to be supplemented by other measures. * Seven major groups * Framework for supervisory authority – Principle 1 * Licensing and structure – Principles 2-5 * Prudential regulations and requirements – Principles 6-18 * Methods of ongoing banking supervision – Principles 19-21 * Accounting and disclosure – Principle 22 * Corrective and remedial powers of supervisors – Principle 23 * Consolidated and cross-border banking – Principles 24-25. * Explicitly recognise: * Effective banking supervision is essential for a strong economic environment. * Supervision seeks to ensure banks operate in a safe and sound manner and hold sufficient capital and reserves. * Strong and effective supervision is a public good and critical to financial stability. * While cost of supervision is high, the cost of poor supervision is even higher. Key objective of banking supervision: * Maintain stability and confidence in the financial system * Encourage good corporate governance and enhance market transparency Revised Core Principles (2011) * Core Principles and assessment methodology merged into a single document. * Number of core principles increased to 29. * Takes account of several key trends and developments: * Need to deal with systemically important banks * Macroprudential focus (system-wide) and systemic risk * Effective crisis management, recovery and resolution measures. Sound corporate governance * Greater public disclosure and transparency enhance market discipline. * Two broad groups: 1. Supervisory powers, responsibilities and functions. Focus on effective risk-based supervision, and the need for early intervention and timely supervisory actions. Principles 1-13. 2. Prudential regulations and requirements. Cover supervisory expectations of banks, emphasising the importance of good corporate governance and risk management, as well as compliance with supervisory standards. Supervisory powers, responsibilities and functions 1. Clear responsibilities and objectives for each authority involved. Suitable legal framework. 2. Supervisor has operational independence, transparent processes, sound governance and adequate resources, and is accountable. 3. Cooperation and collaboration with domestic authorities and foreign supervisors. 4. Permissible activities of banks is controlled. 5. Assessment of bank ownership structure and governance. 6. Power to review, reject and impose prudential conditions on any changes in ownership or controlling interests. 7. Power to approve or reject major acquisitions. 8. Forward-looking assessment of the risk profile of banks and banking groups. 9. Uses appropriate range of techniques and tools to implement supervisory approach. 10. Collects, reviews and analyses prudential reports and statistical returns. 11. Early address of unsafe and unsound practices. 12. Supervises banking group on consolidated basis (including globally) 13. Cross-border sharing of information and cooperation. Prudential regulations and requirements 14. Robust corporate governance policies and processes. 15. Banks have a comprehensive risk management process, including recovery plans. 6. Set prudent and appropriate capital adequacy requirements. 17. Banks have an adequate credit risk management process. 18. Banks have adequate policies and processes for the early identification and management of problems assets, and maintain adequate provisions and reserves. 19. Banks have adequate policies re concentration risk. 20. Banks required to enter into any transactions with related pa rties on an arm’s length basis. 21. Banks have adequate policies re country and transfer risk. 22. Banks have an adequate market risk management process. 23. Banks have adequate systems re interest rate risk in the banking book. 24. Set prudent and appropriate liquidity requirements. 25. Banks have an adequate operational risk management framework. 26. Banks have adequate internal controls to establish and maintain a properly controlled operating environment for the conduct of their business. E. g. delegating authority and responsibility, separation of the functions that involve committing the bank. 27. Banks maintain adequate and reliable records, prepare financial statements in accordance with accounting policies etc. 8. Banks regularly publish information on a consolidated and solo basis. 29. Banks have adequate policies and processes e. g. strict customer due diligence. Preconditions for Effective Banking Supervision 1. Provision of sound and sustainable macroeconomic policies. 2. A well established framework for financial stability policy formulation. 3. A well developed public infrastructure 4. A clear framework for crisis managemen t, recovery and resolution 5. An appropriate level of systemic protection (or public safety net) 6. Effective market discipline 001: IMF and World Bank Study on Countries’ Compliance with Core Principles * 32 countries are compliant with 10 or few BCPs * Only 5 countries were assessed as fully compliant with 25 or more of the BCPs. * Developing countries less compliant than advanced economies. * Advanced economies generally possess more robust internal frameworks as defined by the ‘preconditions’ 2008: IMF Study on BCP Compliance * Based on 136 compliance assessments. * Continued work needed on strengthening banking supervision in many jurisdictions, particularly in the area of risk management. More than 40% of countries did not comply with the essential criteria of principles dealing with risk management, consolidated supervision and the abuse of financial services. * More than 30% did not possess the necessary operational independence to perform effective super vision nor have adequate ability to use their formal powers to take corrective action. * On average, countries in Western Europe demonstrated a much higher degree of compliance (above 90%) with BCP than their counterparts in other regions. * Africa and Western Hemisphere weak. Generally, high-income countries reflected a higher degree of compliance. TOPIC 8: CAPITAL ADEQUACY Overview * Adequate capital better able to withstand losses, provide credit through the business cycle and help promote public confidence in banking system. Importance of Capital Adequacy * Absorb unanticipated losses and preserve confidence in the FI * Protect uninsured depositors and other stakeholders * Protect FI insurance funds and taxpayers * Protect deposit insurance owners against increases in insurance premiums * To acquire real investments in order to provide financial services e. . equity financing is very important. Capital Adequacy * Capital too low banks may be unable to absorb high level of losses . * Capital too high banks may not be able to make the most efficient use of their resources. Constraint on credit availability. Pre-1988 * Banks regulated using balance sheet measures e. g. ratio of capital to assets. * Variations between countries re definitions, required ratios and enforcement of regulations. * 1980s: bank leverage increased, OBS derivatives trading increased. * LDC debt = major problem 1988 Basel Capital Accord (Basel I) * G10 agreed to Basel I Only covered credit risk * Capital / risk-adjusted assets gt; 8% * Tier 1 capital = shareholders equity and retained earnings * Tier 2 capital = additional internal and external resources e. g. loan loss reserves * Tier 1 capital / risk-adjusted assets gt; 4% * On-balance-sheet assets assigned to one of four categories * 0% cash and government bonds * 20% claims on OECD banks * 50% residential mortgages * 100% corporate loans, corporate bonds * Off-balance-sheet assets divided into contingent or guarantee contracts an d FX/IR forward, futures, option and swap contracts. Two step process (i) derive credit equivalent amounts as product of FV and conversion factor then (ii) multiply amount by risk weight. * OBS market contracts or derivative instruments = potential exposure + current exposure. * Potential exposure: credit risk if counterparty defaults in the future. * Current exposure: cost of replacing a derivative securities contract at today’s prices. 1996 Amendment * Implemented in 1998 * Requires banks to measure and hold capital for market risk. * k is a multiplicative factor chosen by regulators (at least 3) VaR is the 99% 10-day value at risk SRC is the specific risk charge Total Capital = 0. 08 x [Credit risk RWA + Market risk RWA] where market risk RWA = 12. 5 x [k x VaR + SRC] Basel II (2004) * Implemented in 2007 * Three pillars 1. New minimum capital requirements for credit and operational risk 2. Supervisory review: more thorough and uniform 3. Market discipline: more disclosure * Only applied to large international banks in US * Implemented by securities companies as well as banks in EU Pillar 1: Minimum Capital Requirements * Credit risk measurement: * Standardised approach (external credit rating based risk weights) * Internal rating based (IRB) Market risk = unchanged * Operational risk: * Basic indicator: 15% of gross income * Standardised: multiplicative factor for income arising from each business line. * Advanced measurement approaches: assess 99. 9% worst case loss over one year. * Total capital = 0. 08 x [Credit risk RWA + market risk RWA + Operational risk RWA] Pillar 2: Supervisory Review * Importance of effective supervisory review of banks’ internal assessments of their overall risks. Pillar 3: Market discipline * Increasing transparency – public disclosure Basel 2. 5 (Implemented 2011) * Stressed VaR for market risk * Incremental risk charge Ensures products such as bonds and derivatives in the trading book have the same capita l requirement that they would if they were in the banking book. * Comprehensive risk measure (re credit default correlations) Basel III (2010) * Considerably increase quality and quantity of banks capital * Macroprudential overlay – systemic risk * Allows time for smooth transition to new regime * Core capital only retained earnings and common shares * Reserves increased from 2% to 4. 5% * Capital conservation buffer – 2. 5% of RWA * Countercyclical capital buffer * Tracing/monitoring of liquidity funding Introduction of a maximum leverage ratio Capital Definitions and Requirements * Common equity gt; 4. 5% of RWA * Tier 1 gt; 6% of RWA * Phased implementation of capital levels stretching to Jan 1, 2015 * Phased implementation of capital definition stretching to Jan 1, 2018 Microprudential Features * Greater focus on common equity * Loss-absorbing during stress/crisis period capital conservation buffer * Promoting integrated management of market and counterparty credit risk. * Liquidity standard introduced introduced Jan 1, 2015 Introduced Jan 1, 2018 Available Stable Funding Factors Required Stable Funding Factors Macroprudential Factors * Countercyclical buffer * Acts as a brake in good times of high credit growth and a decompressor to restrict credit during downturns. * Within a range of 0-2. 5% * Left to the discretion of national regulators * Dividends restricted when capital is below required level * Phased in between Jan 1, 2016 – Jan 1, 2019 * Leverage Ratio * Target 3% * Ratio of Tier 1 capital to total exposure gt; 3% * Introduced on Jan 1, 2018 after a transition period * SIFIs * Required to hold additional loss absorbency capital, ranging from 1-2. 5% in common equity

The Change Essays - Startup Cult, DraftZoro 4 Eva,

The Change Essay In this essay I am supposed to discuss a project or activity that best represents me. I thought about this for a while, and I decided I would talk about my piano lessons. My parents didn't make me take them, and I didn't take them because it was just something to do. There is a lot behind the story. About a year and a half ago, I suffered an injury that put me out of basketball for 6 months. To me, it was the end of the world. Basketball was supposed to be my future. It was what I thought I was going to do. It was my life. Everything I did centered around it, and I wanted to be the best at it. I was on top of my game, and the next minute I was watching everyone else play from the bench. I would get angry and frustrated, and wonder why it happened to me. I was out for the whole summer, and that affected my game a lot. I went out for basketball the next season, but I didn't do very well. I was irritated at how inefficiently I was playing. After the season got over, I knew I would have to make a big decision. A decision that would, perhaps, affect the rest of my life. I had to determine if I wanted to continue with basketball, or pursue other things I wanted to do. I considered how unhappy basketball was making me, and how I wished I could do other things. Following a lot of though t, I came to the decision that I would stop playing basketball. Most everyone was devastated, but I think it was the right choice. After my resolve to quit basketball, I took time to think of things I enjoy doing. I loved to sing, and I loved music. This led me to take piano lessons. I have only been taking them for eight months, but I have found a deep love of music I never knew I had. I have learned so much about myself, and what it is I actually want to do with my life. I have worked diligently, and I have progressed a considerable amount. I have a passion for this new activity that surprises me. It feels like I can't learn enough, or play enough. I believe I like piano so much, because I knew it was what I wanted to do. I did have to sacrifice something I thought I loved, but I found out I loved doing something else. From this experience, I learned that you can't always expect things to be the way they are now. People change, and circumstances are always changing. I still am very angry that I ever got an injury, but I believe it helped me to find something that I love. I would have never got the chance to play piano if I hadn't had that injury. There will be many tough decisions in life, and you've got to trust in yourself when you make them. You're the one who will live with it. Because after all, we make our decisions, and our decisions turn around and make us.