Identified Issue   * I&A’s leadership aims to align with goals;   * Leadership directly linked to sharing information;   * Transformational leadership is not suitable for everyone;   * New employees can perceive authoritative approach negatively;   * Hiring inexperienced employees can impact data sharing;   * Data breaches/leaks need to be avoided;   * Morale of employees requires attention. Since the Office of Intelligence and Analysis aims to align its leadership with its goals, additional attention needs to be paid to transformational leadership and morale of new employees. High workload and the need to adapt to transformational leadership can negatively influence working climate and lead to conflicts or even data sharing. The Office aims to hire younger employees to teach and train them to adapt, eventually developing them into new leaders. However, the morale of young and experienced employees needs attention. Information in Context   * Leadership programs are not formalized and evaluated;   * Self-assessment is not always effective;   * Focusing on effective management is not enough;   * Leadership to be tied to employee performance (Committee on Department of Homeland Security, 2013);   * Trust in leadership is not measured;   * Demonstrating consistency is crucial for leaders;   * Empirical evidence guarantees quality leadership style. The issue of DHS and I&A is that the leadership programs are not formalized and evaluated, which leads to their inefficiency (Committee on Department of Homeland Security, 2013). Leadership strategies should not rely on self-assessment; it should include scientific approach and statistical analysis. I&A prefer focusing on effective management and operations (Homeland Security, 2016). Employees’ trust in leadership strategies is not measured and evaluated by the Office. Instead of relying on empirical evidence, leadership strategies are developed in order to adapt to changes in the Department. Transformational leadership is focused on goals, not statistics and evidence. Additional Information   *        + 32.9% of employees were positive about leadership;       + 43.2% of employees disagreed leadership was effective;   * 42.4% of employees agreed communication was effective;   * 34.7% of employees satisfied with policies/practices;   * Top leaders need to connect with employees;   * Leaders do not implement sustainable leadership;   * Midlevel/frontline leaders are essential for success (Committee on Department of Homeland Security, 2013). As it can be seen from the data, leadership strategies at DHS and I&A are unsustainable and not highly efficient. Some of the employees complained that they were not able to connect to top leaders to discuss current issues. Sustainable leadership could improve the issue by providing a specific formalized leadership framework. Committee on Department of Homeland Security (2013) points out that midlevel and frontline leaders are influential because they interact with workforce daily. More midlevel leaders are necessary. Decisions   * Create sustainable leadership development program;   * Develop and improve organizational communication;   * Institutionalize reflection and learning among leaders/employees;   * Develop organizational culture on vision and mission;   * Foster culture of resilience to support adaptation;   * Discuss issues and difficult qu