Naval Leadership Assessment and Development
Abstract
The current Chief of Naval Operations has embarked on a bold program of investing in the tools, a culture, and training to prepare service members for the future. The Navy has been given credit in some circles for embracing transformation, and having a culture which is less resistant to change than her sister services. However, it must get ahead of the bow-wave before it can claim to have a culture which embraces change, is truly adaptive, flexible, and responsive. Notably, the Navy lacks formalized doctrine concerning the development of Human Resources. Presently the Navy maintains a traditional feedback system provided primarily by a single supervisor. A well designed multi-source assessment system collects the collective knowledge of those who work most closely with a service member, providing specific information on skills, behaviors and critical competencies. A 360 degree assessment should be adopted to ensure benefits are transmitted to all the important stakeholders. These stakeholders include all its various customers, other service members, specific team members and coworkers, direct supervisors, leaders and managers, and the service-member themselves. The Navy should implement programs to increase Leadership Capacity in junior and midgrade officers by teaching the new concepts of Emotional Intelligence and 'Edge.' As leading is not solely a series of mechanical tasks, but a set of human interactions, the development of emotional intelligence will have a profound benefit to the Navy.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 18, 2005
- Accession Number
- ADA432708
Entities
People
- Richard H. Rosene
Organizations
- United States Army War College