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. They bring out the Navy's leadership structure resilience and ability or inability to adjust to such unexpected shocks.

The Naval organizational structure is significantly detached from many aspects from the common civilian organizations. Implying that a complete adjustment to this Navy realities is key to the success of any leadership roles. Emphasis on discipline and perseverance through exceptionally lengthy working hours characterizes military service. The same applies to Navy leaders where close scrutiny is applied to their leadership abilities coupled with frequent command changes (“Organizational Structure,” n.d.). Thus, the key roles of Navy leaders are to facilitate continuity of service in their decision making. Decisions or actions that deviate from the norms or as deemed as amounting to gross misconduct with the potential to bring the organization into disrepute are often punished with a dismissal. 

The unique structure of the Navy sets it apart from other organizations. The structure defines the roles, duties, and expectations of leaders within the organization. It explicitly outlines the range of acceptable behavior within the command structure, an outline of the Navy’s interaction with the external environment and the expected ethics and scope of accountability (inc.com). The effectiveness of leaders within this structure is determined by the leader’s approach to the human resource aspect. The human element provides unpredictable situations, creates the need for proper management of the human resources and keenness on the welfare of Navy personnel. The Navy summarizes this human resource aspect into the skills, values interests, and interactions of the personnel (Bolman & Deal, 2017). Thus Navy command bestows upon the leader the role of taking care of these unique needs. Failure to adhere to these requirements amounts to a failure in leadership which adversely affects the ability of the personnel to complete their duties and roles. In such cases, unexpected command relief of leadership is likely to occur. The effects become apparent once such a decision is taken with its effects being far-reaching either in the short term or long term. 

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. 

Ethics are the socially accepted moral laws, formulated according to observed outcomes of specific actions, and differentiate between good and bad actions. The role of ethics in the society extends to the Navy structure. Ethics guide military leaders in decision making through the provision of a framework for maintaining consistency in thought and actions. An unprecedented command relief of leadership in the Navy has various ethical repercussions tied to it. An analysis of these ethical impacts provides an in-depth understanding of the decision and provides a base for mitigating the adverse effects of such dismissals. As earlier stated, the Navy’s unique structure aims to ensure continuity of service while creating a conducive environment for the personnel to dispense their duties. Unforeseen command relief falls within the observed organizational changes within the organizations. Naval resilience is vital to the process of adjusting to these unprecedented changes and reducing their negative effects. Teams also play a vital role in the success of activities within the military. The leadership principles of the commander guide successful teams. Although the teams continue to exist after a commander’s dismissal, change of tact and approach to issues is inevitable. The lost momentum due to the sudden change affects the efficiency of individual members as well as the team as a whole. 

Analysis of the challenges posed by unprecedented command relief from an ethical perspective provides an in-depth understanding of how such situations affect 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 management perspective. 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. Dismissal of a commander is mostly precipitated by failure to adhere to organizational ethics. Mostly individual ethical decisions shape the ethical standing of the whole organization. When put into perspective, the way the Navy relates to the external environment, mostly with people whom Navy leaders have direct contact with, impacts on the civilian perspectives of the organization. A leader whose actions do not reflect the ethical beliefs and standing of the Navy may be dismissed to avoid the adverse effects of their actions on the organization. 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. A Utilitarian approach observes the common good of the action to all stakeholders. A decision is deemed excellent or suitable if its benefits to the greatest number of people outweigh the harm caused to the few. The utilitarian ethical decision-making theory strives to create a fulfilling environment for many people while at the same time preventing the harm caused by the decision or action. On face value, the utilitarian theory may be considered utopian in the absence of careful analysis. However, utilitarian thinking, especially in organizational setups such as the Navy, is determined to create the most conducive environment for all stakeholders. Since it is impossible to avoid harm in all situations, the interests of the majority take precedence over the need to satisfy few individual needs. The aftermath of the action or decision acts as the guide in this case. 

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 deontological moral decision-making theory pursues a slightly different approach to moral decision making. Unlike in Utilitarian thinking where the end justifies the means, deontological thinking is concerned with the means applied to achieve the outcomes of any decision or action. Right or wrong, in this case, is not determined by outcomes but by the means of achieving these outcomes. For instance, instilling ethical decision making in military personnel must follow clear ethical frameworks that do not forgo other crucial aspects of the personnel’s lifestyle such as family and interpersonal interactions. Dismissing a leader from an organization serves the common good of the organization and others within its structure. However, consideration for the effects of the decision on the individual and his or her family is also a necessity. Often, toxic leadership behaviors consequence into problems at the workplace that affect morale and output (Webster, Brough, & Daly, 2014). Preventing toxic leadership follows the path of identification of moral standards that the leaders have to adhere to at all times.

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. Learning organizations typically rely on challenges encountered through the various process to create sustainable solutions based on the problems. Creativity, innovation, and flexibility are inherent in these learning organizations. As a current management trend, learning organizations characteristics are shaped by the ability of its leaders to facilitate processes that are beneficial for the current and future prospects. The leaders tap on the knowledge and experience of personnel within its structure to create solutions that are well thought out and easy to implement. These organizations identify the relevance of every member in creating functional systems based on continuous improvement. Another key characteristic of a learning organization is the ability to transform itself according to the demands at hand. Implying that the leadership can capably assess every situation as it arises and make decisions that enable the organization to sustain itself. 

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. These bureaucracies are a stumbling block to the successful implementation of emergency measures in situations of unforeseen command relief. They either make it extremely difficult for the concerned parties to stealthily seal the emerging leadership loopholes or drag the process through lengthy processes. 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. Such a decision creates a void in the structural setup of the Navy, with the potential of slowing down decision-making process or creating leadership gaps which are detrimental to the achievement of the goals and objectives of the organization. A leader is a crucial part of the structure of any organization. The sudden removal of a leader creates a ripple effect on other personnel which can adversely affect the process of service delivery in the Navy. The skills, plans, and ambitions of commander vary according to their motivations and their leadership approach. Despite the structure remaining the same, unforeseen changes impact on the current and future plans. Designing an organizational structure that is immune to the shocks caused by unprecedented change is vital to the continuity witnessed in Navy operations. An assessment of the Navy’s structure reveals the presence of insights into the occurrence of such changes, hence the creation of an organizational structure to suit these needs (“Organizational Structure,” n.d.). 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 leader 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 that 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. 

The human resource framework of the Navy was created with an understanding of several possibilities that abound with variant decisions in the course of military service. The possibility of interest, in this case, is the relief in command of the leader. The duties and responsibilities of a senior commander allow him or her to exercise significant control over several activities within the organization. The position also places the leader in a vital path for the flow of information and making decisions. The absence of the leader impacts on the roles that the individual played in the organization. Although the decision by itself is unprecedented, the structure of the navy foresees such occurrences and places measures in place to ensure the continuity of processes. 

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. 

A clear understanding of the role of teams within the Navy and their importance to the overall running of the organization is best understood through an analysis of the roles of these teams. The Navy is tasked with the role of providing surveillance and active management of the country’s space. Coordination of these activities is vital to the effective dispensation of the roles of each of the teams that comprise the Navy organization. Active teams play various roles that make up the overall responsibilities of the leaders. These coordinated activities ensure the timely completion of roles and effective completion of tasks. Leadership roles are necessary for these teams to prevent derailment from the core responsibilities of the teams. Each team member plays a unique role thus the team leader has to identify individual skills and talents and harness them for the overall good of the team (Maxwell, 2011). The absence of a team leader through an unexpected dismissal can potentially derail the focus of the team by adversely affecting the morale. Consequently, the whole organizational setup is affected when a single or multiple teams fail to complete their tasks. 

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 significance 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. 

Change management is concerned with improving the individual aspects of personnel within the Navy as the organization passes through the transformative phase on the way to effecting the desired change. Change management is a gradual but coordinated process that aims to set the organization apart as effective and well suited to current organizational requirements. Change processes typically focus on the technical side and the people side. Transforming the technical side of doing things without a matching change in people’s mentality is a recipe for spectacular failure. The role of the Navy leaders is to instill the right mentality on the individuals before embarking on introducing technical aspects that will affect the change process. Hence, the leader is the role model in the change process since he or she sets the tone for the change process before other emulate the set example. Technical aspects of the change process require continuous training and resilience, characteristics that the Navy prides itself in through its roles. Thus, achieving the change process with the guidance of a capable leadership is possible in the navy. However, the absence of a leader jeopardizes the change management process and can potentially lead to its failure.

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). Importantly, a clear strategy for assessing the situation and the implementation of changes to mitigate its negative effects is necessary. The strategy is the guiding framework for implementing the change. The organization structure and systems inform the understanding of the organization's hierarchy and the working of different processes within the navy. The structure touches directly on the leadership roles, hence having a clear structure facilitates the change process in the event of a dismissal in command (Ravanfar, 2015). Effective management of these processes is then possible with an in-depth understanding of the navy structures. Identification of shared values within the navy then sets the foundation for leveraging these values in solving emergent challenges. Shared values include the traditions and antiquities of the Navy that have been cultivated for centuries. These traditions bind the personnel to the service hence act as a motivating factor for effecting change. 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. The style of leadership is also necessary when effecting change in the leadership processes. Introducing contradicting leadership styles to the same group of personnel consequences in conflicting. Replacing a dismissed commander with another of almost similar leadership style eases the change process since team members can easily relate to the new leadership style. The process is however complicated if the incoming leader portrays a different leadership style. As such the change process will result in conflict. 

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. 

Borrowing on existing leadership theories and models is an effective method of mitigating the effects of a sudden dismissal of command leader. Although these theories are mostly modeled on business organization, their application in organizations such as the Navy has the potential for creating positive changes. Providing transformative leadership will assist in eliminating the challenges associated with military bureaucracies. Transformative leadership eliminates the needs for a rigid style of leadership where new and innovative ideas are repelled. On the contrary, the transformative leadership styles leverage the skills and abilities of various personnel to create change. In this case, the leader identifies weaknesses in the human resources aspect as well as the organizational structures. With knowledge of these strengths and weaknesses, measures to eliminate challenges related to the unprecedented command relief can easily be affected. McKinsey 7S model, on the other hand, dissects the Navy organizations into key areas which can then be approached in providing change ( Singh, 2013) . The model becomes effective when creating measures that will prevent the adverse of a sudden command relief of leadership.

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. 

References

“Organizational Structure.” (n.d.). Retrieved March 17, 2018, from https://www.inc.com/encyclopedia/organizational-structure.html

Bishop, W. H. (2013). The role of ethics in 21st-century organizations. Journal of Business Ethics ,  118 (3), 635-637.

Bolman, L. G., & Deal, T. E. (2017).  Reframing organizations: Artistry, choice, and leadership . John Wiley & Sons.

Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust.  The Leadership Quarterly ,  24 (1), 270-283.

Davis, C. J. (2017). Servant leadership and followership: Examining the impact on workplace behavior . Cham Palgrave Macmillan

Defoe, D. (2013). Understanding organizations using the four frame model: Factories or Machines [Structure], Family [Human Resources], Jungle [Politics], and Theatres, Temples or Carnivals [Symbols]. Psycholawlogy . Retrieved on 19 August 2018, from https://www.psycholawlogy.com/2013/05/31/understanding-organizations-using-the-four-frame-model-factories-or-machines-structure-family-human-resources-jungle-politics-and-theatres-temples-or-carnivals-symbols/

Greenwood, R., Hinings, C. R., & Whetten, D. (2014). Rethinking institutions and organizations.  Journal of Management Studies ,  51 (7), 1206-1220.

Halaychik, C. S. (2016 ). Lessons in library leadership: A primer for library managers and unit leaders . Place of publication not identified: Chandos Pub (Oxford) Ltd.

Howell, A. (2015). Resilience, war, and austerity: The ethics of military human enhancement and the politics of data.  Security Dialogue ,  46 (1), 15-31.

Kelly, J. (2014). Strengthening our naval profession through a culture of leader development.  Naval War College Review ,  67 (1), 7-12.

Maxwell, John C. (2011). The 17 Indisputable Laws of Teamwork . Nashville, TN: Thomas Nelson Publishers.

Mehta, S., & Maheshwari, G. C. (2013). Consequence of toxic leadership on employee job satisfaction and organizational commitment. Journal of Contemporary Management Research, 8 (2), 1-23.

Mulholland, B. (2017). 8 critical change management models to evolve and survive. Process.st. Retrieved on 19 August 2018, from https://www.process.st/change-management-models/

Offord, M., Gill, R., & Kendal, J. (2016). Leadership between decks: A synthesis and development of engagement and resistance theories of leadership based on evidence from practice in Royal Navy warships.  Leadership & Organization Development Journal ,  37 (2), 289-304.

Piety, P. J., Hickey, D. T., & Bishop, M. J. (2014, March). Educational data sciences: Framing emergent practices for analytics of learning, organizations, and systems. In  Proceedings of the Fourth International Conference on Learning Analytics and Knowledge  (pp. 193-202). ACM. 

Ramthun, A. J. & Matkin, G. S. (2012). Multicultural shared leadership: A conceptual model of shared leadership in culturally diverse teams. Journal of Leadership & Organizational Studies, 19 , 303-314.

Ramthun, A. J. & Matkin, G. S. (2014). Leading dangerously: A case study of military teams and shared leadership in dangerous environments.  Journal of Leadership & Organizational Studies ,  21 (3), 244-256.

Ramthun, A. J. (2013). Shared leadership in dangerous environments: Testing a model for military teams using mixed methods research [Dissertation]. University of Nebraska-Lincoln, Nebraska, USA 

Ravanfar, M. M. (2015). Analyzing Organizational Structure based on 7s model of McKinsey.  Global Journal of Management and Business Research, 15 (10-A).

Sacco, D. F., Brown, M., Lustgraaf, C. J., & Hugenberg, K. (2017). The adaptive utility of deontology: Deontological moral decision-making fosters perceptions of trust and likeability.  Evolutionary Psychological Science ,  3 (2), 125-132.

Singh, A. (2013). A study of role of McKinsey's 7S framework in achieving organizational excellence.  Organization Development Journal ,  31 (3), 39.

Storsletten, V. M., & Jakobsen, O. D. (2015). Development of leadership theory in the perspective of Kierkegaard’s philosophy.  Journal of Business Ethics ,  128 (2), 337-349.

Tran, Q. & Tian, Y. (2013). Organizational Structure: Influencing factors and impact on a firm. American Journal of Industrial and Business Management, 03 (02), 229-236.

Van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure.  European Management Journal ,  32 (3), 373-382. doi:10.4236/ajibm.2013.32028

Webster, V., Brough, P., & Daly, K. (2016). Fight, Flight or Freeze: Common Responses for Follower Coping with Toxic Leadership. Stress & Health: Journal of the International Society for the Investigation of Stress , 32 (4), 346-354.