Marquet Turn The Ship Around Summary

This paper will briefly analyze the case study— Rebecca S. Halstead: Steadfast Leadership, and examine General Rebecca Halstead 's career history and how through her personal attributes, skills, experiences and challenges she developed into a successful leader and commander in the U.S. Army. Although General Halstead faced a number of challenges during her career, this paper will focus primarily on her leadership style and philosophy specifically with leading teams and dealing with difficult bosses.

Navy Leader Development Program (1990) suggest that "To lead you must first be able to follow: For without followers, there can be no leaders". One thing that is often overlooked concerning successful leaders is they were successful followers before they

This concise paper addresses a lifetime of learning on part of the author and the gracious graduated squadron commander interviewee who leant his time and wisdom. In the next few paragraphs the three key elements that will be addressed include: the author’s leadership philosophy, elicited in the hot seat from the Group Commander, a summary of the author’s commander interview, and an analysis of the interview through the lens of the author’s own philosophy.

It’s Your Ship, by Capt. D. Michael Abrashoff is good read on understanding the basics of what he calls grassroots leadership he developed while a Commander in the Navy. He takes the reader through the journey of having a cutting-edge ship handed over him, while finding his own leadership lacking his expectations. While defying conventional Navy leadership tactics, Abrashoff created “a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions.” He ultimately succeeded in turning the USS Benfold into the “best damn ship in the Navy” in a

Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully

Selfishness, overblown sense of worth, and indecisiveness are certain traits that seem to appear more frequently in today’s leadership due to an ineffectual advancement process. The Navy’s advancement process consist of a standardized test, Navy wide rating quotas, and evaluations which may or may not accurately reflect the person’s being. Certain aspects of these rolls and processes need to be changed to more accurately reflect those qualities that are required to be an effective leader in today’s Navy.

1. The purpose of this memorandum is to provide a brief synopsis of the leadership philosophy of Second Lieutenant Joshua Dunn.

Just because you bark commands at the members of your crew, does not make you a leader. The role of a leader is to make sure that all crewmembers are well trained and confident in their ability to perform, much like Captain Marquet ‘s experience. He states that, “Those at the top have all the authority and none of the information. Those at the bottom have all the information and none of the authority.”

The topic of this leadership case study is Ernest Shackleton. This paper will identify the development of Shackleton's leadership skills, provide examples and reflections of his abilities, and relate how he played an essential role in one of history's greatest survival stories. This study of Shackleton's leadership is set loosely within the framework of the five practices of exemplary leadership set forth in The Leadership Challenge by Kouzes and Posner, and will focus on the benefits produced by his management of team morale and unity (13).

This thesis will cover the Support of the Commander’s Leadership Philosophy, command climate, strategies, and the role of the gunnery sergeant’s importance in the execution of the Commander’s leadership philosophy for Marine Fighter Attack Squadron 214, Marine Corps Base Quantico, Virginia. We feel that the command climate at this unit is good. The three strategies that we will use to discuss this will be communication, training and leadership and how important they are in order to establish an effective and productive environment. We will also discuss how the gunnery sergeant’s important role is the key to ensuring that these strategies are

David Marquet is an expert on leadership and innovation. His passion for leadership began as a teenager when he discovered a series of books by Samuel Eliot Morison – History of the United States Naval Operations in World War II. The 15-volume series assisted Marquet in realizing he wanted to become a Captain of a Navy vessel in which all members could serve and function to the best of their ability. Marquet graduated at the top of his class from the U.S. Naval Academy in 1981 and subsequently joined the submarine force. He served as an engineer aboard the USS Will Rogers (Our story). Marquet was chosen to take command of the USS Santa Fe and took control of the ship January 8, 1999. He was responsible for 135 men and the $2 billion nuclear powered submarine. The USS Santa

In this paper I will identify and explain the leadership concepts that I learned in this class using characters from the film Finding Nemo. To do so I will provide examples of transformative leadership and describe the impact it had on others. I will also explain how the characters acquired their leadership effectiveness by identifying experiences that were instrumental in their leadership development.

Beginning in boot camp and continuing throughout my career, I’ve seen the Coast Guard promote the leadership model to be: “You” influencing “Others” to achieve a “Goal”. With all the different ways leadership can be defined, this simplistic model which has been permanently engrained in my thinking definition still rings true for me. As such, when defining my own personal definition of leadership, I align it to this same model. More specifically, while I support the fact that leadership involves influencing others to achieve a common end I propose that is not the whole story. Leaders must not be stagnant in their vision and must lend themselves to the possibility they may have to adjust their leadership styles depending on the goal. The best leaders are the ones that understand their own personality traits as well as those traits of the people they are trying to lead.

Effective leadership produces changes and movement within the shipyard industry; if managers and supervisors are not equipped with leadership skills then, their organization will crumple. A large volume of failure is placed in the organization visions, their strategies, goals, and their subordinates will become empowered. Strategic leadership is the best leadership style to use within the shipyard industries to help maintain and better the organization. If no one is equipped with this knowledge then, the workers will not take the initiative to improve their assigned work. Leaders will not look ahead and analyze the completed tasks set within a specific period, and leaders will have no sense of adaptability and growth-orientation. Shipyard leaders with no leadership skill will lack in experience on

In, “It’s Your Ship” by Captain D. Michael Abrashoff, discussed his experience of taking over as a commander of the USS Benfold. When Captain Abrashoff took over as commander of USS Benfold, a ship armed with every cutting-edge system available to him at that time was like winning a pot of gold, however, the productivity level of his crew members lacked below his satisfaction. Captain Abrashoff knew the responsibility for improving performance rested with him, he realized he had to expand