President\u27s Notes

Historically, for nearly the entire century since its establishment in 1884, the Naval War College has tried to fulfill both of the objectives explicit in the above mission—preparation of its students for future responsibilities in defending this nation and expanding their understanding of what those future responsibilities may entail

President\u27s Notes

In my discussions with others concerning the course of instruction at the Naval War College I am often asked why the curriculum includes a course in Defense Economics and Decision Making (DEDM)

President\u27s Notes

I am confident that the proven elements of the Center for Naval Warfare Studies, CAR and CWG, with the addition of the Strategic Studies Group, will keep the Naval War College at the van of strategic thought and will provide a new, valuable resource for our naval leaders as they grapple with the complex issues that surround the structure and employment of future naval forces

District Leadership Practices that Foster Equity: Succession Planning Guided by Equity as a Tool for Leadership Development in School Districts

Thesis advisor: Vincent ChoOftentimes, during the transition of key leadership positions in the public school district setting, multi-year initiatives and core values are disrupted as a new leader assumes their role. The purpose of this research is to examine how district leaders leverage a proactive approach to planning for transitions in key leadership positions. This dissertation used a case study of an urban district with a stated core value of equity to examine the approach of assessing, selecting, developing, and promoting future leaders. Through document reviews, meeting observations, and 14 interviews, this study examines the transition of key leadership positions within the district by addressing the following research question: How do the practices of district leaders foster equity through planning for future changes in leadership? Using the framework of succession planning, findings of the study included the complexities of the district’s approach to planning for future human capital needs in alignment with the values of equity, through both existing strategies and the goals of a new superintendent. Additionally, the bar was raised for initiatives to develop talent from within the organization as pipeline programs were re-emphasized and meeting the needs of students and families were prioritized. Finally, the district aspired to sustain these efforts through systemic equity and a recommitment to ensuring linguistic, cultural, and ethnic diversity among leadership positions. This case study suggests the complex nature of organizational change and the importance of coherence in supporting the vision of the district during periods of leadership transition.Thesis (EdD) — Boston College, 2020.Submitted to: Boston College. Lynch School of Education.Discipline: Educational Leadership and Higher Education

President\u27s Notes

In my initial NOTES I emphasized our prime need to keep the Naval War College pointed toward the fleet. In the short time that I have been here on Narragansett Bay, the contribution of the Center for War Gaming to this interaction of planner, operator and student has impressed me considerably. It is good and it is going to be better

President\u27s Notes: Taking Stock

In assuming the helm of the Naval War College from Vice Admiral Jim Stockdale, I have done so with a great sense of privilege and a great awareness of the responsibilities I have undertaken. It is my earnest hope that my stewardship will measure up to the high standards my predecessors have established and maintained over the long history of this fine institution

Leaving Your Mark: Seven Strategies for Indelible Leadership

One of the major concerns within contemporary leadership consists in the myopic view many leaders and followers have regarding leadership success. In the modern context, there are countless firms engaging in some variation of myopic management simply to drive short-term results. To counteract the short term view of leadership, this article presents a leadership construct focusing on seven strategies designed to help facilitate long term leadership impact and organizational sustainability. The seven strategies examined in this article consist of the following: embracing organizational diversity, encouraging positive change, displaying emotional intelligence, possessing a long term orientation, casting a strategic vision, developing a strong corporate culture, and emphasizing ethical decision making. The research design for this article consists of a hybrid literature review and case study approach examining previous leadership research regarding long term organizational effectiveness as well as contemporary leadership examples. In the long run, leadership effectiveness is better determined by long term organizational sustainability and an “indelible” leader is one who is able to bring about a greater sense of permanency to organizational achievement and to help ensure that success can continue long after their leadership tenure is over. Each one of these seven leadership strategies deals with the long term viability of a leader and their organization and implementing each of these strategies often represents the more difficult choice. This article presents an original leadership approach, the indelible leadership approach, implementing seven proven leadership strategies designed to help achieve long term organizational vitality and effectiveness