Developing Senior Navy Leaders

Developing Senior Navy Leaders: Requirements for Flag Officer Expertise Today and in the Future

Lawrence M. Hanser
Louis W. Miller
Herbert J. Shukiar
Bruce Newsome
Copyright Date: 2008
Edition: 1
Published by: RAND Corporation
Pages: 176
https://www.jstor.org/stable/10.7249/mg618navy
  • Cite this Item
  • Book Info
    Developing Senior Navy Leaders
    Book Description:

    Could U.S. Navy officers be better prepared to become flag officers? This study examines the kinds of expertise required for successful performance in Navy flag billets, and whether recent pools of officers possess this experience. The authors also examine Navy trends over the past decade to identify the types of expertise likely to become more important for Navy leaders in the future.

    eISBN: 978-0-8330-4521-8
    Subjects: Management & Organizational Behavior, Technology, Political Science

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-iv)
  3. Table of Contents
    (pp. v-viii)
  4. Figures
    (pp. ix-x)
  5. Tables
    (pp. xi-xii)
  6. Summary
    (pp. xiii-xx)
  7. Acknowledgments
    (pp. xxi-xxii)
  8. Abbreviations
    (pp. xxiii-xxiv)
  9. CHAPTER ONE Introduction
    (pp. 1-4)

    Could U.S. Navy officers be better prepared to become flag officers? In remarks made at a seminar for Navy senior executives in September 2003, then Chief of Naval Operations (CNO), Admiral Vernon E. Clark, noted that senior Navy leaders need business skills if the Navy is to succeed in a competitive environment:

    We set out the Executive Business Course because we were convinced that we were not investing in the executive leadership corps, and on the uniformed side we weren’t even close to having flag officers who knew enough about the business to be able to do this right. (Clark,...

  10. CHAPTER TWO Background
    (pp. 5-18)

    Although the popularly held image of the Navy is one of warships at sea and fighter aircraft in the air, relatively few members of the Navy are deployed operationally at any given point in time. For example, in July 2006, a total of only 36,498 out of 486,299 Navy personnel (354,703 active duty and 131,596 Ready Reserve) were deployed.¹ If we include civilian personnel, the Navy pays approximately 662,000 salaries, not including contractors. There are two primary reasons why such a small proportion of the Navy payroll is deployed at any time. First, personnel and equipment are routinely rotated back...

  11. CHAPTER THREE A Framework for Understanding Flag Officer Billet Requirements
    (pp. 19-26)

    The design of our framework for required expertise was driven by the goals of our research: to define the demand for expertise, to evaluate the supply of expertise, and to articulate targets for development of expertise, all in language that speaks clearly to the Navy. Our experience with other organizations suggests that individuals in senior leadership positions require expertise of several kinds: domain (operational or functional expertise), leadership, management, and enterprise. We define these kinds of expertise in greater detail below.

    While a billet may require expertise in a specific operational or functional domain, all flag officer billets require some...

  12. CHAPTER FOUR A Closer Look at Expertise Requirements
    (pp. 27-42)

    Chapter Three described our framework for characterizing the expertise requirements of each flag billet in terms of one or more primary areas of expertise, one or more secondary areas of expertise, areas of critical familiarity, and leadership, management, and enterprise areas of expertise. In this chapter, we examine some aggregate characteristics of flag billet expertise requirements and discuss problems associated with these requirements in flowing flag officers through billets.

    The Navy takes advantage of flexibility of requirements in flag officer billets. One current Navy example is a carrier battle group, in which typically either a surface warfare officer or an...

  13. CHAPTER FIVE Matching Domain Expertise to Billets in the Navy Flag Officer Force
    (pp. 43-60)

    In the previous chapter we characterized assigning virtual inventory to billets under these three conditions as a puzzle:

    Primary and secondary areas of expertise of the inventory assigned to a billet match one of the billet’s alternatives.

    Acquiring expertise after promotion from Captain to RDML does not occur; i.e., the virtual inventory at the time of promotion to RDML has the requisite domain-specific expertise to meet flag billet requirements.

    Skipping grades is not allowed, meaning that inventory to assign to a billets at, for example, VADM, must also be used at grades RDML and RADM.

    In this chapter, we outline...

  14. CHAPTER SIX RDML Selectees: Comparison with Model-Determined Requirements
    (pp. 61-68)

    The modeling methodology described in the previous chapter provides an ability to assess the areas of expertise represented within annual cohorts of actual RDMLs, as compared to the requirements data discussed in Chapter Two. There are two complementary perspectives. First, are all the pairs of expertise found among actual RDMLs useable in satisfying billet requirements? Second, are all the expertise pairs needed to satisfy billet requirements available in the RDML selections? Seeking answers to these two questions formed the basis of our gap analysis.

    To characterize the supply, we engaged in a multi-step process involving information about RDML selectees from...

  15. CHAPTER SEVEN An Exploration of Future Requirements
    (pp. 69-98)

    This chapter forecasts the relevance of the areas of expertise in the current framework to the expertise requirements of future U.S. Navy flag officers. The Navy needs to correctly develop its junior personnel of today in the most important areas of expertise needed by Navy senior personnel of the future. The future Navy may acquire new capabilities and objectives that require areas of expertise not recognized by current models of officer development. This forecast is based on an examination of the Navy’s structure, its force development, its doctrinal documents, and its technology acquisitions over the past decade and into the...

  16. CHAPTER EIGHT Conclusions and Recommendations
    (pp. 99-104)

    Admiral Clark was right to be concerned for the development of Navy flag officers and the demands placed on them. Not because there is failure afoot, but because opportunities for improvement abound in a time of fast-moving technology and constrained resources. In addition to the requirements for expertise in the community or designator code normally associated with each billet, our data show that flag billets also require depth of expertise in domains not always deliberately developed in individuals who rise to flag rank. The secondary domains of expertise that billets most commonly require are shown in Figure 4.3 and listed...

  17. APPENDIX A Flag Billet Titles
    (pp. 105-118)
  18. APPENDIX B Definitions of Domain Expertise
    (pp. 119-124)
  19. APPENDIX C Cross-Functional Expertise
    (pp. 125-128)
  20. APPENDIX D Survey Screenshots and Additional Definitions Used in the Survey
    (pp. 129-140)
  21. APPENDIX E Formulation of the Mathematical Program to Determine Average Flows of Inventory Through the Flag Officer Ranks
    (pp. 141-148)
  22. References
    (pp. 149-152)