<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Philipp Fluri</style></author><author><style face="normal" font="default" size="100%">Tamar Pataraia</style></author><author><style face="normal" font="default" size="100%">Todor Tagarev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Leadership in the Defense and Security Sector in the 21st Century</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">authoritarianism</style></keyword><keyword><style  face="normal" font="default" size="100%">capabilities-based defense planning</style></keyword><keyword><style  face="normal" font="default" size="100%">China military leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Hofstede</style></keyword><keyword><style  face="normal" font="default" size="100%">human resource management</style></keyword><keyword><style  face="normal" font="default" size="100%">Indo-Pacific</style></keyword><keyword><style  face="normal" font="default" size="100%">NATO School Oberammergau</style></keyword><keyword><style  face="normal" font="default" size="100%">neo-authoritarianism</style></keyword><keyword><style  face="normal" font="default" size="100%">Russia- Ukraine war</style></keyword><keyword><style  face="normal" font="default" size="100%">Taiwan</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2022</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">21</style></volume><pages><style face="normal" font="default" size="100%">5-9</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This editorial article introduces the reader to the rationale for revisiting the subject of leadership in the defense and security sector, highlights
the challenges of analyzing the topic during the ongoing Russian war in Ukraine, and then presents the content of this special issue of Connections:
The Quarterly Journal. The contributors address diverse topics, such as the elicitation of desired leadership traits on the basis of the curricula of selected courses of the NATO School Oberammergau, the experience of China in introducing Western leadership concepts in the education and training of future military leaders, the experience of Ukraine in leading the enhancement of human resource management in the ministry of defense as part of the capabilities-based planning process, and the dangers for Ukraine in falling into the trap of authoritarian leadership during the current war with Russia. Three additional articles examine the interconnections between leadership in communication, respectively, in Hungary’s law enforcement organizations, the impact on organizational design, and the role of strategic narratives in Taiwan’s soft power and its positioning in the Indo-Pacific region.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">5</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Judith Reid</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Defense Against Negative Strategic Communications</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Central Europe</style></keyword><keyword><style  face="normal" font="default" size="100%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Eastern Europe</style></keyword><keyword><style  face="normal" font="default" size="100%">Hofstede</style></keyword><keyword><style  face="normal" font="default" size="100%">propaganda</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic communications</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Summer 2018</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">17</style></volume><pages><style face="normal" font="default" size="100%">52-60</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Strategic messaging is ever more important in the age of explosive social media, and not all information on the Internet is benign. Negative information campaigns were used by Hitler in the Austrian Anschluss, and more recently by Vladimir Putin in the annexation of Crimea and the conflicts in Donetsk and Luhansk. Similarly, seeds of public dissent and discord have been entering through Russian trolls and bots into American social media.
Central and Eastern European countries are particularly vulnerable to negative messaging from Russia, or even from terrorist groups. This article delves into cultural paradigms of the US, Russia and numerous Central and Eastern European societies to uncover cultural areas of vulnerability to outside influences; how the cultural underpinnings of power, competition, individualism, uncertainty avoidance, long term orientation and indulgence can highlight openings to negative influences. It concludes with ideas for nations to guard against unwanted information attacks.
</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Judith Reid</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Cultural Foundations of Transparent Governments</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Defense Institution Building</style></keyword><keyword><style  face="normal" font="default" size="100%">defense reform</style></keyword><keyword><style  face="normal" font="default" size="100%">Hofstede</style></keyword><keyword><style  face="normal" font="default" size="100%">intellectual interoperability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Spring 2017</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">16</style></volume><pages><style face="normal" font="default" size="100%">81-89</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;Defense Institution Building focuses on change management at the Ministry of Defense level. In order to make sustainable change in any government, the solution has to work through and with the culture of that society. There are ways to reduce hierarchy and uncertainty in na&amp;shy;tional strategy development, national defense organization, legal con&amp;shy;structs, human resource management, financial management, and educa&amp;shy;tional processes. Cultures change from within. If advisors understand the cultural foundations at work, they can better help countries chart paths toward sustainable, transparent governance.&lt;/p&gt;</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><section><style face="normal" font="default" size="100%">81</style></section></record></records></xml>