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<p>Since 1775, the success of the U.S. Navy has been borne of its strong, capable leadership. For generations, seafaring warriors have been cultivated from within, hand-selected, and groomed to fit the roles their fleet demands of them. Unfortunately, the recent firings of a few marquee officers suggest some tarnished organizational practices in need of polish. This thesis highlights obstacles impacting leadership development within the modern United States Navy. It also reflects upon various strategic, cultural, and technological trends that have shaped the Twenty-First Century naval workplace, as well as key organizational attempts to develop leaders of robust character. Using evidence from scholarly literature, the report champions one specific personnel development system called 360-degree feedback with which the U.S. Navy has enjoyed a storied past. By comparing the force-wide 360-degree feedback trials initiated by the Navy and Army in the mid-2000s, this thesis argues that the abandonment of the initiative by the Navy was a hasty misstep. Finally, this report advocates reintroducing Navy-wide 360-degree feedback because of its unique and timely benefits to todays fleet and concludes by coining a revised implementation strategy dubbed the Transformative Tsunami so as to remediate those weaknesses that befell its predecessor.
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<br>Subjects: leadership development; organizational change model; 360-degree feedback; multi-source feedback; multi-rater feedback; SMARTS-360; MSAF</div>
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Rolnick, Daniel C.</div>
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