The U S Naval Institute On Leadership Ethics

This volume focuses on naval leadership and ethics with respect to the individual leader and how his or her values and actions affect military cohesion, mission success, and the profession of arms. Moving beyond the “right and wrong” of personal ethics to examine the broader field of professional military ethics, this carefully selected collection of relevant materials from the Naval Institute’s vast collection of articles recognizes the range of experience, perspectives, and opinions that are found in the sea services and argues that diversity does not preclude acceptance of common core values and standards of performance within any unit. Included are articles by Adm. Arleigh Burke and Vice Adm. James B. Stockdale that speak from long personal experience regarding the topics of integrity and moral courage.

Leadership is a most demanding undertaking. How do some people make it seem so simple, so natural and instinctive? In the age-old debate as to whether leaders are born or made, Thomas contends that the answer is both. Great leaders throughout history were born with certain capabilities. Preparation honed those capabilities. Then that ability and preparation were combined with a will to lead. When circumstances demanded, the great leaders of history pulled these attributes together to create results that drove the course of history. While leaders are present in every aspect of human undertaking, we chose to illustrate each of the components of leadership through the most dramatic and demanding of all human undertakings—war and the preparations for war. Wartime leaders are leaders “writ with a darker pen.” Wartime challenges are, because of the life and death nature of the affair, more monumental and exacting. In the selection of individuals to illustrate each point, we chose wartime leaders as well as those who guided their subordinates and organizations in preparation for combat. Further we chose American leaders with a distinct and obvious bias towards the navy and Marine Corps. Multiple reasons led us to our approach for Leadership Embodied. First, a biography is perhaps the most effective method for imparting leadership lessons. Simple listings of prescriptive traits or descriptive qualities are patronizing and, frequently, boring. Second, our biographical examples are familiar to most—or at least they should be. Finally, all of these historical selections have dramatically shaped today’s institutions, practices, and customs within the naval services. These are not marginal figures with marginal influence. The individuals included, and their respective leadership attributes, should be required reading for any student of leadership. Each has a particular lesson for midshipmen on their journey to becoming a navy or Marine Corps officer. This book does not promise to be a panacea. There is no short cut. Leadership does not follow a prescribed path. We study examples to inspire us to become better, to be strong when it is easy to give in, and to know others have gone before us and faced insurmountable odds. Leadership, as an ill-defined social science, crosses boundaries with several disciplines including sociology, psychology, philosophy, and history. We have selected a method that combines the psychological “profile” of effective leaders and the historical context of the impact their leadership brought to organizations and events. Our hope for this book is that these case studies illustrate the basic elements—in themselves the very essence—of leadership. It is through inherent talent, arduous preparation, and practical experience that we become capable leaders. The reader brings the first to the table; then we offer a small token in the second pursuit; and circumstances enable the third.

In the U.S. Navy, “Wheel Books” were once found in the uniform pockets of every junior and many senior petty officers. Each small notebook was unique to the Sailor carrying it, but all had in common a collection of data and wisdom that the individual deemed useful in the effective execution of his or her duties. Often used as a substitute for experience among neophytes and as a portable library of reference information for more experienced personnel, those weathered pages contained everything from the time of the next tide, to leadership hints from a respected chief petty officer, to the color coding of the phone-and-distance line used in underway replenishments. In that same tradition, the new Naval Institute Wheel Books will provide supplemental information, pragmatic advice, and cogent analysis on topics important to all naval professionals. Drawn from the U.S. Naval Institute’s vast archives, the series will combine articles from the Institute’s flagship publication Proceedings, selections from the oral history collection and from Naval Institute Press books to create unique guides on a wide array of fundamental professional subjects. Leadership is vital to any highly functioning organization. The Naval Institute has devoted countless pages of its publications to the subject of naval leadership, providing start-up guidance to neophytes, giving voice to the accumulated wisdom and experience of those who have led, and serving as a forum in search of answers to the many questions that have always been a part of this vital but sometimes elusive practice. In the pages of this book are some of the most outstanding examples of this wealth of knowledge, gathered for use by both would-be and seasoned leaders in the never-ending quest for strong and effective leadership.

The U.S. Naval Institute Chronicles series focuses on the relevance of history by exploring topics like significant battles, personalities, and service components. Tapping into the U.S. Naval Institute's robust archives, these carefully selected volumes help readers understand nuanced subjects by providing unique perspectives and some of the best contributions that have helped shape naval thinking over the many decades since the Institute's founding in 1873. Since it began in 1845, the U.S. Naval Academy has faced many challenges as it continually strives to find the right figurative balance between Athens and Sparta. This edition of Chronicles recalls many of those challenges as they appeared in Naval Institute publications for most of the Academy's existence.

This book was designed to be the final leadership text for those who are to be commissioned in the Naval Service.

The U.S. Navy has been experiencing ongoing ethical issues within its officer ranks. The recent "Fat Leonard" and Marines United photo-sharing scandals, coupled with numerous other less-publicized unethical officer misconduct incidents and infractions, provide examples that, despite the Navy's core tenets of honor, courage, and commitment, problems persist. This thesis uses the private sector and other executive agencies as models by which the Department of the Navy can improve, develop, update, or modernize its ethics education and training strategy. The researchers analyze the Navy Leadership Development Framework as it pertains to ethics training, comparing current Navy strategies with best practices of leadership development and educational techniques in the private sector, other government departments, and military services. Strategy plays a significant role in shaping institutions to achieve desired outcomes and deliver value to their stakeholders; the researchers examine the Navy's strategy using program impact theory by reviewing observation data and publicly available source material. Related recommendations seek to improve the Navy ethics education strategy to further enhance its leaders' competency and character. I. NAVY ETHICS UNDER SIEGE * A. BACKGROUND * B. PROBLEM STATEMENT * C. ASSUMPTIONS AND HYPOTHESIS * D. MAJOR RESEARCH QUESTIONS * E. RESEARCH DESIGN * II. CURRENT NAVY EDUCATION AND TRAINING STRATEGY * A. IMPORTANCE OF STRATEGY * B. A DESIGN FOR MAINTAINING MARITIME SUPERIORITY * C. NAVY LEADER DEVELOPMENT STRATEGY (NLDS) * D. NAVY LEADER DEVELOPMENT FRAMEWORK (NLDF) * E. NAVY EDUCATION TRAINING COMMAND (NETC) STRATEGY * III. PERFORMANCE OF ETHICS TRAINING AND EDUCATION * A. OFFICER TRAINING COMMAND (OTC) * 1. Officer Candidate School (OCS) * 2. Officer Development School (ODS) * 3. Limited Duty Officer/Chief Warrant Officer (LDO/CWO) Academy * 4. Navy Reserve Direct Commission Officer Indoctrination Course (DCOIC) * 5. Naval Sciences Institute (NSI) * B. U.S. NAVAL ACADEMY (USNA) * C. NAVAL RESERVE OFFICERS' TRAINING CORP (NROTC) PROGRAM * D. NAVAL POSTGRADUATE SCHOOL (NPS) * E. U.S. NAVAL WAR COLLEGE (NWC) * F. NAVY-WIDE TRAINING * G. TRACKING/MEASUREMENT TOOLS * IV. BEST PRACTICES IN ETHICAL EDUCATION AND TRAINING * A. CHARACTER BUILDING * 1. Role Models * 2. Storytelling * 3. Virtuous Behavior * 4. Leadership Passages * B. MORAL ACTION * 1. Moral Sensitivity * 2. Moral Judgement or Reasoning * 3. Moral Motivation * 4. Moral Execution * C. MEASURING PROGRESS: OUTCOMES OF ETHICAL LEADERSHIP * 1. Individual Outcomes * 2. Organizational Outcomes * V. CONCLUSION * A. COMPARISON AND CONTRAST OF BEST PRACTICES * B. PROGRAM IMPACT THEORY * C. ANSWERS TO MAJOR RESEARCH QUESTIONS * D. FUTURE STUDIES OR FOLLOW-UP * APPENDIX. SPECIFIC CHARGES FILED AGAINST OFFICERS AT GENERAL OR SPECIAL COURTS MARTIAL, JANUARY THROUGH AUGUST 2017