Developing Senior Navy Leaders: Requirements for Flag Officer Expertise Today and 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 a...

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Bibliographic Details
Main Authors: Hanser, Lawrence M, Miller, Louis W, Shukiar, Herbert J, Newsome, Bruce
Format: Report
Language:English
Subjects:
Administration and Management
BILLETS(PERSONNEL)
CAREERS
LEADERSHIP
Military Forces and Organizations
NAVAL OPERATIONS
NAVAL PERSONNEL
NAVAL VESSELS
OFFICER PERSONNEL
PERSONNEL DEVELOPMENT
Personnel Management and Labor Relations
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Summary: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.