Commanding Officer and Executive Officer Role Ambiguity and Unit Performance.

Abstract

This study investigates the phenomenon of role conflict and role ambiguity between Commanding Officers (COs) and Executive Officers (XOs) of U.S. Naval surface ships. It begins by examining the unique relationship which exists between Commanding Officers and their Executive Officers. The need to delegate authority and the concept of dual management with its related issues of task-oriented and social-oriented leadership are reviewed and their application to CO and XO roles is discussed. The implications of informal command structures are then examined. The functionality of their relationship is discussed including the reasons why a division of upper level leadership tasks and managerial roles of a command is made. The analysis of the relationship of the level of role ambiguity between a CO and XO and its effect on unit performance was prepared using information from a locally developed survey questionnaire and from specific measures of unit effectiveness. (Author)

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Document Details

Document Type
Technical Report
Publication Date
Dec 01, 1982
Accession Number
ADA127151

Entities

People

  • Dale Arthur Rauch

Organizations

  • Naval Postgraduate School

Tags

Communities of Interest

  • Biomedical
  • Ground and Sea Platforms
  • Human Systems

DTIC Thesaurus Topics

  • Ambiguity
  • California
  • Data Analysis
  • Executives
  • Human Resources
  • Management Personnel
  • Navy
  • Organization Theory
  • Organizational Structure
  • Personnel Management
  • Psychology
  • Questionnaires
  • Resource Management
  • Social Psychology
  • Statistical Analysis
  • Statistics
  • Surveys

Readers

  • Agent-Based Social Robotics and Mobile-Assisted Learning in Virtual Environments.
  • Military Leadership and Professional Education.
  • Systems Analysis and Design