Developing Senior Navy Leaders

Could U.S. Navy officers be better prepared to become flag officers? This study examines the kinds of expertise required for successful performance in Navy flag billets, and whether recent pools of officers possess this experience. The authors also examine Navy trends over the past decade to identify the types of expertise likely to become more important for Navy leaders in the future.

The career paths of Navy officers leave little opportunity for developing depth in an area of expertise outside of what, for most, is their career long officer designator code. This is especially true for unrestricted line officers. Yet these officers are called on at the pinnacle of their careers as flag officers to lead and manage large Navy enterprises, such as the Naval Sea Systems Command, which engineers, builds, and supports the Navy's ships and combat systems, has nearly 37,000 personnel, and alone accounts for almost a fifth of the entire Navy budget. Former Chief of Naval Operations, Admiral Vernon E. Clark, recognized that the Navy might not be developing the business acumen in its military personnel that is needed to command such organizations and established the position of Executive Learning Officer to address this concern.

As the array of expertise required to be a successful leader in the U.S. Navy has become more complex, Navy leaders have become increasingly concerned that senior officers need additional kinds of expertise, beyond those traditionally developed in naval officers, to be successful in commanding, leading, and managing the Navy enterprise. This study explores whether there is a gap in officer development that manifests itself in the flag officer ranks. Through surveys and interviews, and working with the Navy's Office of the Executive Learning Officer (ELO), the authors examined the kinds of expertise required for successful performance in Navy flag billets. They then created a model to determine the kinds of experience that the pool of Rear Admiral officers must have to fill these requirements, and compared it to actual experience possessed by several years of Rear Admiral selectees. The authors did not find major gaps between the kinds of experience required for flag billets and those possessed by candidate officers, but they did identify several combinations of expertise that the Navy should work to develop in officers to better meet current requirements. Hanser et al. also examined the Navy's structure, force development, doctrine, and technology acquisitions to identify the types of expertise likely to become more important for Navy leadership in the future. The authors conclude with a variety of recommendations on how the Navy might better prepare officers for senior leadership roles.

This tool documents key but enduring aspects of how the Navy implements the Planning, Programming, Budgeting, and Execution process so that action officers and Navy leaders can successfully navigate and effectively contribute to the process.

This report describes the professional experiences and other characteristics general and flag officers in the military services tend to share due to each service's approach to personnel management, and potential implications of those approaches.

National security decision makers face an uncertain world where the accelerated growth of knowledge has changed the character of technological advance and destabilized long-standing relations within and among the military services. Dr Mandeles separates the principles that guide decision making from the proverbs through a case study of decision making in the early post-World War II period. This study examines the impact of organization on the invention and development of jet propulsion-in the form of the B-52-and illustrates both the organizational conditions conducive to developing new operational concepts and the organizational innovations necessary to implement new technology. This study also examines how the Air Force organized to learn and acquire new technology, how the Air Force conceived or identified problems, and how it organized to ensure management would respond to program failure or errors. Attention is devoted to the origins of the weapons system operational requirement, the initial concept of operation, the evolution of technology, organizational structure, and implementation.

The Naval Legal Service Command Manual, COMNAVLEGSVCCOMINST 5800.1G (Rev. FEB 2013). This publication provides guidance and NLSC policy for the operation and administration of DSOs, RLSOs, and their respective detachments and branch offices. Portions of this instruction also apply to the Naval Justice School. This instruction confers no individual rights for which there is an enforceable remedy. Why buy a book you can download for free? We print this book so you don't have to. First you gotta find a good clean (legible) copy and make sure it's the latest version (not always easy). Some documents found on the web are missing some pages or the image quality is so poor, they are difficult to read. We look over each document carefully and replace poor quality images by going back to the original source document. We proof each document to make sure it's all there - including all changes. If you find a good copy, you could print it using a network printer you share with 100 other people (typically its either out of paper or toner). If it's just a 10-page document, no problem, but if it's 250-pages, you will need to punch 3 holes in all those pages and put it in a 3-ring binder. Takes at least an hour. It's much more cost-effective to just order the latest version from Amazon.com This book includes original commentary which is copyright material. Note that government documents are in the public domain. We print these large documents as a service so you don't have to. The books are compact, tightly-bound, full-size (8 1/2 by 11 inches), with large text and glossy covers. 4th Watch Publishing Co. is a HUBZONE SDVOSB. https: //usgovpub.com