DEVELOPING THE NAVY'S OPERATIONAL LEADERS: A Critical Look by ProQuest

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More than ninety studies, reviews, and boards have examined the Navy's officer leadership, training, and education practices, in a continuing effort to produce an enduring and integrated system of officer development.1 Nevertheless, the Navy has been unable to reconcile the symbiotic relationship among training, education, and experience, and this inability has left it unprepared to meet the challenges inherent in the vision of the Chief of Naval Operations (CNO) to develop 21st century leaders. A recent working definition of operational leadership, tacitly endorsed by 107 flag and general officers with operational leadership experience, reads: The art of direct and indirect influence - both internal and external to the organization - based on a common vision that builds unity of effort while employing tactical activities and capabilities to achieve strategic objectives.

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									DEVELOPING THE NAVY’S OPERATIONAL LEADERS
                   A Critical Look

                   Commander Christopher D. Hayes, U.S. Navy



                                              Everything starts and ends with leadership. Nothing else we accomplish,
                                              no other priority we pursue, is of much consequence if we do not have
                                              sound and effective leadership in place to enact it. We all have a respon-
                                              sibility to develop our own leadership potential and that of the Sailors.
                                                         ADMIRAL MICHAEL G. MULLEN, CNO GUIDANCE FOR 2006




              A                    dmiral Mullen’s words accurately reflect the Navy’s traditional pronounce-
                                   ment on leadership. Yet for most of the past century the Navy has struggled
                            to define formally and institutionalize its development process for naval leaders.

								
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