| This study describes the nature of leadership on board U.S. Navy ships and proposes a theory for the transition toward the concept of covenant leadership in the Navy. The objective of the study was to analyze leader beliefs about providing respect, clear direction, meaningful work and the tools and training to do that work, recognition for a job well done, and the opportunity for personal and professional growth that could be captured within a conceptual framework for contractual versus covenant leader/subordinate relationships. The design for the study is grounded on a qualitative philosophy that views leader/subordinate relationships through the words and phrases of individuals in key leader roles aboard a U.S. Navy ship. The conceptual framework is designed to understand the environmental influences and the social context for relationships between leaders and subordinates, as they are experienced among leaders/subordinate groups up and down the chain of command. A major finding from the study is that the transformation toward more covenant leadership relationships in the Navy is not conceptualized within the natural leadership culture on board ship. In the case of Navy leadership, it appears that perceptions are a strong determinant of reality. |
