Unexpected Command Relief of Leadership

Strategic Issue Analysis Review: Unexpected Command Relief of Leadership

The emergence of organizational issues resulting in significant leadership challenges is commonplace in the military. The military work ethics framework is broken down according to the command structure and mission. Military leaders are thus tasked with the role of maintaining continuity of service in addition to taking care of the welfare of personnel under their command. Organizational change in leadership can possibly alter the dynamics and flow of operations if the leader taking up the duties fails to adjust to the new setting quickly. Planned and systematic change in leadership is inherent in almost all organizations in the current age. Uniquely, the military performs command changes more frequently than other organizations, often within an eighteen to a twenty-month duration of a leaders stay in a specific location. The rationale for this policy is the elimination of complacency in leaders who may dwell in the comfort zone of their exploits in certain locations and to ensure the overall competency of the leaders. Unfortunately, changes may be precipitated by failed performance or eternal issues resulting in unexpected command relief in of leadership. Such occurrences significantly impact organizational systems and personnel in the navy. Such occurrences bring out the Navy's leadership structure resilience and ability or inability to adjust to such unexpected shocks.

Purpose

This strategic issue analysis purposes to examine the impact of unexpected command changes on the organizational leadership of the navy. It will explore the handling of the unforeseen changes in the modern navy framework where systematic changes in command are common. Organizational leadership is a continuously transforming topic, with the navy aiming to establish and maintain a reputable leadership structure capable of absorbing the shocks that accompany unforeseen events in a leadership change. A strategic approach to the topic utilizing multiple leadership perspectives grants an opportunity to conceptualize the impact of these changes on the overall effectiveness of the Navy. Hence, this paper provides an extensive analysis of the implications of such unexpected command changes with a focus on ethics, organizational systems and dynamics, teams and overall change. Analysis of the challenges posed by unprecedented command relief from an ethical perspective provides an in-depth understanding of how such a situations affects the moral thinking of individuals and groups within the military setting (Mehta & Maheshwari, 2013). Implications for systems thinking assesses how a holistic approach to the unexpected change impacts on the organizational short-term and long-term goals and objectives. 

Similarly, the effect on organizational dynamics more specifically the aspects of organizational structure, human resources, culture, and politics is better conceptualized in relation to unexpected leadership change topic. While effective teams may exist within the Navy in the absence of such unforeseen command shocks, their true test emergences during such an occurrence. While the Navy prides itself on drawing its motivations from the long embedded tradition and antiquities, change organizational management theories and concepts assert the need for embracing change even in the face of holding down traditions. Thus, changes in command can only be sustained from a change a change management perspectives. By combining these five critical perspectives, a comprehensive analysis of the implications of sudden command relief in the Navy is possible through modern leadership theories and concepts.

Issue Description

The Navy command structure bestows upon the leaders the role of ensuring the continuity of operations in the camps and other work settings. They are also responsible for the working of systems, structures, and teams within the limits of their command. Emphasis on discipline, perseverance, and focus is the foundation of the leadership structure in the Navy. Deviation from the naval culture and ethics especially for a naval leader can compromise the naval profession and frustrate efforts to strengthen the naval profession. Misdeeds, deemed either unethical or unprofessional or both result in command relief in of leadership (Kelly, 2014). Unforeseen dismissal of a leader presents the challenge of disruption in operation at locations where the leader was a principal coordinator. Although leaders at the same level may have the same duties and responsibilities, their approach to leadership relies on the leader's style and personal capacity. Hence, sudden changes in command may interfere with the routines and motivations of the personnel. Importantly, naval commanders have their own distinct visions and goals that they set out to achieve with the support of their personnel; therefore, sudden command relief jeopardizes the achievement of these goals and the overall fulfillment of the organizational objectives.

The ability of the Navy to effectively run its operation relies on coordination between various personnel tasked with the fulfillment of a particular task. An unexpected command relief interferes with the already established status quo and introduces a gap in the flow of information or resources for completion of tasks. Failure to perform a quick and effective handover can potentially result in unexpected delays that are either costly or detrimental to the daily routine at various Navy locations. Although leadership change is common practice in the Navy, any unexpected command change can adversely affect junior officers who look up their leaders to provide guidance or as role models. Considering a junior officer who views the dismissed commander as a role model, he or she may feel mentally worked up for thinking he looked up to the wrong person. The junior officer may take a long time to recover from the situational change or lose the purpose and drive to work towards achieving his or her own goals. 

A sudden command relief in leadership leaves behind a leadership void that is not sustainable to the to the Navy’s practice of maintaining continuity of service and care for the welfare of personnel. The setup of leadership development programs in the Navy aims to churn out leaders with the key competencies to fill up command positions and also apply innovative practices that continue to strengthen the Navy’s reputation (Offord, Gill & Kendal, 2016). However, finding a leader to take up the duties of an experienced commander who has been relieved of their duties is may take a considerable amount of time. The aim to select a leader with the capabilities and resilience to take on the leadership duties efficiently. The period before the selection takes place creates a void in the position that certainly interferes with not only the structure of the organization but also the command. These concerns necessitate an insightful approach to the unexpected command relief issue. The underlying problems of the leadership change can be detrimental to the structure and routines of the Navy, therefore weaken the whole system. The ethics of the unexpected relief are certainly debatable. A strict work ethic in the Navy implies that an unexpected command relief is bound to happen for the leadership. Understanding its implications forms the basis of the formulation of plans to mitigate its effects on personnel and the structure of the organization.

Analysis

The roles, duties, and relationships within a single military command are outlined in the command’s unique structure. The sudden dismissal of a commanding officer in the Navy is often precipitated by gross deviation from the scope of acceptable behavior within the Navy, discipline failure in the context of being answerable to authority and weaknesses in accountability and unacceptable conduct while relating to the external environment. Naval command accords considerable responsibility to the leaders in relation to overall functionalities of the different command structures in addition to the formulation of both the short-term and long-term goals of the organization. This analysis conceptualizes the unanticipated relief in command through multiple leadership perspectives. 

Ethics

The societal accepted moral laws, formulated according to observed outcomes of specific actions, dichotomize good and bad actions. The societal ethical frameworks are guidelines for decision makers to maintain consistency, considerations and utmost concern in their judgment on the moral, social and financial implications of actions. Ideally, ethics are a reactive measure to a partial or permanent consequence, akin to careful analysis of a decision before making a decision (Bishop, 2013). Naval training and work ethics emphasize the rules of nature as well as discipline and adherence to rules to avoid punishments that emanate from deviation from the ethical frameworks. The ethics of unexpected command relief of leadership are rather complicated depending on the circumstances and cause of dismissal.

Basing on the utilitarian ethical decision-making theory, the locus for a decision or action that is right or wrong is based solely on the outcome or consequence of the decision or action (Storsletten& Jakobsen, 2015). As such the outcome of any action is more important than the intention of that particular action. Based on the utilitarian principle, a decision on the unexpected command relief of leadership are best approached on their outcomes. A decision to dismiss a naval command leader should be made for the good of the teams and other personnel in the particular setting. Actions, deeds or misdeeds that jeopardize the well-being of others, either civilians or naval personnel are punishable according to their consequence. Often, dilemmas may emerge on the effect of the action on the leader. The action with the most benefit and the least undesirable outcomes maintains precedence over the forfeited decision (Storsletten& Jakobsen, 2015). The outcomes of the unexpected relief of command should also be approached from a utilitarian principle standpoint. Organizational goals and ambitions are vital considerations when making a decision on the best-suited person to take up the vacant position. The most apparent goal after the dismissal is the restoration of normalcy in the section of the restored commander. Thus a stand-in leader with the ability to maintain the correct flow of operations is a priority. An ambitious long-term replacement then takes up the role with the aim of projecting the overall naval agenda. 

The deontological moral decision-making theory provides insights into the correct approach to the issue of unprecedented command relief of leadership. The deontological thinking asserts an obligatory approach to duties and obligations in decision making (Sacco, Brown, Lustgraaf & Hugenberg, 2017). The merits of the theory are the development of trust and conspecifics by leveraging communication to build strong relationships. Often the dismissal of a leader has a psychological effect on his or her subjects that demands a careful approach to once again build trust. A deontological approach to the issue provides a double impact in mitigating the effects of the sudden change in leadership. The theory provides a guideline for ethical decision making when assessing the issues by tying the responsible parties to their duties and obligations to the Navy. It again offers an opportunity for the leaders to restore the trust of the Navy personnel on their leadership hence boosting their morale. Thus, a deontological approach hastens the recovery process from the adverse impacts of the unprecedented leadership change thus helping in the creation of stronger bonds within the unit. 

Systems

Naval systems are built on the concepts of discipline, perseverance, and a strict work ethic. The success of these systems relies on individual effort to facilitate adherence to the rules and ethical code of the Navy. The navy, as a learning organization is determined to enhance professionalism and achieve continuous growth in its operations. Serrat (2017) in his description of a learning organization cites continuous enrichment of its systems and values through the internal and external acquisition of knowledge. The most important characteristic of a learning organization is the acknowledgment of the role of the learning process to its development. An unanticipated command relief is a true test of the residence in the organizational systems and the effectiveness of the leadership structures. Failure to rightfully recover from the reality shock weakens the Navy’s professionalism and fails the test of a learning organization. Reality shock, in this case, is the unexpected occurrence of leadership dismissal which jeopardizes the current state of affairs and the prevailing plans of the Navy. Piety, Hickey & Bishop (2014) in their analysis of the emergent practices of learning organizations identified the ability to harness the power of knowledge management to develop practical concepts for challenging situations. Knowledge management in the context of the navy is the continuous leadership training that Navy officers undergo in preparation for their current and future roles. Selection of the most competent leader to fill the void adds a claim to the Navy’s reputation and qualifies it as a learning organization. However, failure to adequately manage the unprecedented leadership change will likely precipitate into costly organizational setbacks with lengthy recovery periods. 

Invariantly, systems archetypes in the Navy involves behavior patterns that often escalate into crises whenever delays in the replacement of command leadership occur. Although the navy prides itself on discipline and work ethic, a gap in command can have detrimental effects on the psychology of the personnel. Institutional bureaucracies cultivated over centuries have placed a strict chain of command in the organization. A sudden change in leadership demands a grace period for adjustment not necessarily provided for in the navy framework. In the event that a relief of command in leadership occurs, the personnel requires time to adjust to the new leadership style, which often presents discrepancies with the previous leadership. Failure to live up to the new demands is often translated as a weakness in perseverance and resilience. A coherent and holistic approach to the consequences of command relief in the Navy reveals the need to focus on the psychological effects of the issue (Greenwood, Hinings & Whetten, 2014). Leadership responsibility in the Navy bestows the role of ensuring continuity of service in addition to taking care of the welfare of personnel on the commander. The psychological well-being of the personnel is therefore vital for the continuity of service. Mental preparation of the personnel with regard to the unforeseen relief in command shortens the adjustment period hence eliminating the system archetype of delays. Psychological preparation is also ideal in creating leaders who are ready and willing to take up the full responsibilities of the dismissed leader. 

Organizational Dynamics

The Navy, similar to other institutions, frames its relationships and work ethics culture to the four theoretical foundations of structural, human resources, political and symbolic frames (Defoe, 2013). These frames are the basis for decision making regarding the normal operations of the navy as well as the emerging situations demanding immediate attention. Unforeseen command relief in leadership affects all the four aspects of the four-frame model.

Structural Framework

Organizational structure refers to the inner workings created solely for the stabilization of the organization's relationships, culture, and coordination of parts to affect the organization’s operations (Tran & Tian, 2013). Inclusive of the Navy, the structure influences the internal and external factors of the organization. More specific to the Navy, the framework stipulates the behavior, scope of authority, and the relationship with the external environment. Inherent in any organization, issues and challenges emerge according to normal routines and operations. The structural frame thus outlines the mechanism for addressing the challenges. 

The organizational structure of the navy facilitates the commands short-term goals of providing surveillance and active management of their space. Potential breakups in the structure emerge due to unprecedented command relief. Although the structural frame of the Navy provides mechanisms for addressing the issue, the implications of such a sudden decision may take longer than expected to normalize. The Navy’s long-term ambition is to support homeland defense while enhancing readiness for any necessary action including warfare. Thus, any form of dismissal for a lady is cushioned by the structural frame by ensuring that mechanisms are in place to address the issue. 

Human Resource Framework

This aspect emphasizes the different roles of people according to their skills and abilities in enhancing the Navy’s objectives and facilitation of the achievement of their goals. Effective human resource management carefully analyzes the skills of various Navy officers and strategically situates them in areas where they are able to achieve their full potential while furthering the Navy’s agenda. Unforeseen command relief significantly affects the human resource aspect of the organization. A Navy leader applies their skills and experience in the operations of their command to enhance the Navy’s operations. Sudden dismissal implies the unique skills are unavailable and coping mechanisms become a necessity. Additionally, the morale of other personnel may become affected thus jeopardizing the Navy’s objective and goals. 

Political Framework

The scarcity of resources in organizations creates conflict resulting in members opting for bargaining and negotiating options to share the resources and resolve conflicts. The political framework of organizations determines the direction of the flow of information or command. Often members within an organization have varying opinions about events or decisions, hence leveraging the circumstances to create collegiality becomes vital to successful completion of tasks or the diffusion of conflict. The sudden dismissal of command in leadership shapes the political framework of the organization. Certainly, varied opinions emerge about the decision to dismiss a leader, which impacts on the political outcomes of the stated dismissal. Applying the correct political strategies in shaping the opinion of the remaining officers about the dismissal ensures coordination and strengthening of relationships within the command unit. 

Cultural Framework

Culture identifies with the deeply embedded methods of doing things within the organization. The navy draws its culture from tradition and antiquities, hence making it a unique organization but faced challenges just like others. The unique culture does not shield it from the cultural implications of certain decisions or actions within the organization. In the light of that, unforeseen dismissal of a leader has significant implications on the culture of the Navy. Leaders are tasked with the protection of organizational culture, more specifically the formulation of policies that protect the traditions of the Navy. Different leaders portray different abilities to protect varied constituents of the naval culture. Although sudden dismissal may be done in good faith to protect the reputation, discipline and perseverance character of the Navy, its implications on culture may be adverse. 

Teams

Various commands within the Navy comprise of teams tasked with coordinated completion of tasks and activities that contribute to the overall success of the Navy with regard to the achievement of goals. Performance within the team setting is determined by the dynamism within the organization and the knowledge, skills and attributes that moderate relationship within the team (Ramthun & Matkin, 2014). Collaborative teams within the Navy are influenced by the type of leadership within the team setting. The sudden dismissal of a team leader presents a challenging situation for the team with regard to the coordination of activities within the team. Teams have various goals and ambitions which are coordinated by the team leader. The absence of a team leader results in uncoordinated activities that lead to failure. 

Unforeseen command relief of leadership adversely impacts on team collaboration. Team collaboration draws on the effectiveness of each team member to undertake the team activities. Navy teams operate in dangerous environments that pose a myriad of challenges, considerably higher than those faced by collaborative teams in other organizations (Ramthun & Matkin, 2012). Thus, collaborative teams in the navy are shaped by the leadership abilities of the team leader. Dismissal of as such a leader leads to the absence of a figure who can be looked upon for guidance and direction depending on the situation. The situation is further aggravated by the numerous challenges in the operational environment of the Navy teams. Mitigation against the extreme effects of sudden dismissal of a leader in such dangerous settings requires an analytic approach to the situation and devising an innovative strategy for approaching the situation. The extremely dangerous situation is well suited for shared leadership roles in a team setting (Ramthun, 2013). Shared team leadership provides for better decision making by allowing consultative practices with the views of two or several leaders. Challenges are also better handled in such situations by drawing on the experiences of the leaders to make a decision. In cases where one of the leaders is dismissed, a leadership gap is left hence continuity of service is guaranteed. 

Change Management

In a rapidly transforming world, the navy has the obligation to keep the organization’s systems, practices, and culture at par with outside developers to avoid alienation. As much as tradition and antiquity bear enormous significant to naval activities, adapting to change facilitates the understanding of enemy thinking and possible improvements in key routines. The approach to change management in bureaucratic organizations seems ineffective in the current age of both technological advancement and management reorganizations (Van der Vort, 2014). Bureaucratic organizations seemingly lay emphasis on certain regulatory methods of doing things while ignoring innovative practices that are either simpler, less expensive or overall better than the traditional methods. 

Unexpected command relief in leadership is characteristically linked to change management in the Navy. Positive change in the fulfillment of the daily duties together with the achieving its targets on security utilizes the concepts of change management. Transformative leadership is, therefore, necessary to implement policies to effect change in the organization. Strict adherence to leadership roles forms the basis of effecting change without flaunting the foundations of navy service. In situations where a leader in a particular command is unexpectedly dismissed, a transformative leadership efficiently identifies the possible effects of the decision and identifies measures to prevent adverse consequences. 

Adopting the McKinsey 7S model of change management can efficiently inform decisions on mitigating the effects of an unexpected dismissal. The model assesses the coherence of the organization which informs the decision on areas of the organization that need change to mitigate the effects of the sudden leadership change (Mulholland, 2017). The organization structure and systems inform the understanding of the organization's hierarchy and the working of different processes within the navy. Effective management of these processes is then possible with an in-depth understanding of the navy systems. Identification of shared values within the navy then sets the foundation for leveraging these values in solving emergent challenges. The skills and competencies of the staff then inform the best choice of style to apply in while approaching the relevant issues relating to the unexpected command relief of leadership. 

Integrated Leadership Analysis

Unprecedented changes in command can potentially alter the structure and systems of navy units to extents that are either irreparably damaging or take an unexpected lengthy period to recover. The impact on personnel and different goals and ambitions necessitate a multi-directional perspective of the issue before devising methods to approach the challenge and mitigate its negative effects. An ethical perspective on the issues surrounding the unexpected dismissal of a navy leaders asserts an overall good outcome thinking approach. The consequence of any action or decision should be the key focus before making the decision. Hence, an ethical approach demand that the welfare of the navy personnel under the former command of the dismissed officer is well catered for in spite of the occurrence. This includes assessing the psychological effects of the actions. 

The navy as a learning organization emphasizes discipline, perseverance, and a strict work ethic at all times. The Navy's long-term goals relating to building on professionalism are guided by the need to continuously improve on service. Challenges relating to the unforeseen dismissal do not strengthen the claim of the navy as a learning organization, however, the construct of the Navy's systems can possibly strengthen its ability to deal with the leadership challenges emerging from the dismissal decision. Organization dynamics in the context of applying the four theoretical frameworks of structure, human resources, politics, and culture are affected by the sudden change of leadership (Defoe, 2013). These dynamics are the basis for leadership decisions hence strengthening these dynamics aids in preventing the adverse effects of sudden leadership change. Shared team leadership is an emerging concept that can cover up for the sudden dismissal of a commander by ensuring continuity of service through the responsibilities of a co-team leader. Finally, organizational change is inevitable in the modern setting. Adjusting organizational change to match the goals of the organization is vital to the achievement of these goals. Sudden leadership change is a process that the navy goes through. Policies to avoid negative effects of leadership change on personnel, structures, and systems build a resilient organization that meets the short-term and long-term needs of their role. 

Several leadership theories can effectively provide mechanisms for dealing with the leadership issues. The behavior theory lays emphasis on the learned and definable characteristics of the leadership (Halaychik, 2016). Constructing strong interpersonal relationships enhances the adjustment to a new type of leadership. The transitional theory of leadership, on the other hand, creates a leader with the ability to influence others, hence can possibly fill the void left by the departing leader to smoothen the Navy's activities in the shortest time possible. The servant leadership theory claims that a leader is s servant hence the ability to adjust to any situation to serve others better is highly regarded in this situation (Davis, 2017). 

Recommendations

The recommended plan for action for solving the unprecedented command relief of leadership problems draws on the Navy’s service routines and the multiple leadership perspectives in solving the problem. Providing effective leadership requires the elimination of setbacks in the sudden change of leadership. Developing ethical internal policies that align with the Navy’s processes and the knowledge of change management ensures the success of the policies. Leadership hierarchy is the first step is developing an effective leadership structure. A clearly stated hierarchy will ensure that voids are filled and continuity of services is achieved under different circumstances. 

Leadership training with a focus on transformational leadership. Transformational leadership efficiently builds an interpersonal relationship with subjects, enhances teamwork and works to motivate personnel (Braun, Peus, Weisweiler & Frey, 2013). Training leaders on the concepts of transformational leadership concepts enable them to effectively read the situation and apply the right strategies to deal with different situations. The training is s continuous process such that the leaders advance their skills according to the emerging needs in relation to sudden command relief. Achieving the goals set in different units in the navy is possible through transformational leadership by employing personnel management skills and innovative methods of offering guidance.

Conclusion

Certainly, alleviating the adverse effects of unexpected occurrences is not just a concern for the Navy but also other learning organizations. Provision of effective leadership in the context of the management of an unexpected command relief in leadership draws on the various leadership perspectives of systems thinking, organizational dynamics, teams and change management. An in-depth understanding of the sudden leadership change affects the continuity of service in the navy informs decisions on the best practices to manage the situations. Recommendations on formulations of ethical policies together with leadership training advance the drive to meet the long-term and short-term goals of the navy. 

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