Blog

Case Study: This case study is based on the events on board a nuclear submarine.1 Readers do not need special knowledge about the operation of nuclear submarines but should be aware of some basic facts. The US Navy operates several types of nuclear submarines. In principle these are either ballistic-missile submarines, which can execute nuclear strikes as part of strategic deterrence, or they are attack-submarines, whose key role is to hunt other submarines, and which may carry attack weapons such as cruise missiles. Both submarine types are powered by a nuclear propulsion system and typically operate in depths between 200 and 400 meters for three to six months. A nuclear submarine is an overly complex system operated by specialized and highly trained crews of 12 to 14 officers and 120 to 150 soldiers and women. The commanding officer (CO) or captain oversees the submarine and is supported by an executive officer (XO), who is second in command. The crew is assigned to tasks in one of four departments and within the departments to a specific division: Engineer officer Louis David was observing the concentrated operation in the control room of the nuclear-powered submarine the USS Will Rogers. Already submerged, this huge 8,000-ton ship was scheduled to commence a deep dive into the eastern Atlantic Ocean in 30 minutes. Each crew member was a specialist for his station and, collectively, they all collaborated under the eyes of an experienced captain. They were prepared and eager to demonstrate their capabilities. David led the ship’s nuclear reactor and auxiliary equipment.Sixty men from an overall crew of 140 reported directly to him. Since his assignment to the Will Rogers, David had been determined to introduce a new leadership style that would empower his men to make decisions regarding their tasks rather than just follow orders. During the past weeks, he had supervised extensive maintenance work on the crucial nuclear propulsion system. Now it was time for a final check of the entire ship by the crew before deployment. It was the perfect opportunity to prove to his team and his superiors that his leadership style was right.
When Louis David graduated top of his class from the United States Naval Academy in Annapolis, he had a bright future as a young engineer officer in the US Navy. He decided to join the elite submarine force with the objective of becoming the CO of

one of the nuclear submarines. His focus was not only on the ships’ technical aspects; he also displayed a keen interest in leadership. During his first assignment as a junior officer responsible for the sonar on the USS Sunfish, a nuclear-powered attack submarine, he experienced two leadership styles. His first CO was practicing the traditional leader-follower model, giving orders and expecting the crew to execute them. He was a technical expert who led the crew through successful deployments. Then the command changed to the new CO, Commander Marc Pelaez, who displayed a vastly different attitude regarding leadership. Pelaez encouraged initiative from the crew and was open to their suggestions. One example: During a training exercise in the Atlantic, David observed a merchant ship through the periscope. The sonar operator was listening to the noise of the ship, but the crew was not sure how far away it was. By using an active sonar ping on the target ship – or “going active on sonar,” as it was called – they would be able to determine the distance, but this was not authorized during normal operations, as it would reveal the location of the submarine itself. While David was following the merchant ship through the periscope, he mentioned to the sonar operator how helpful it would be if he could ping the ship, despite everything. “Why don’t you ask me?” asked Pelaez, who had just passed by and heard his remarks. “Why don’t you just say, ‘Captain, I intend to go active on sonar for training’?” David was stunned. Then he said: “Captain, I intend to go active on sonar for training.” “Go ahead,” said Pelaez and moved on to the next station in the control room. For the first time, David felt in charge. For the next half hour, he and his team used all kinds of sonar pulses to test and explore their sonar equipment. He and his colleagues loved the experience. From then on, while on watch, David practiced this newly learned initiative of asking his captain directly. Instead of the leader-follower model that he had been introduced to in the Navy, he now felt that he was operating within a leadership model that was intent-based, provided him with a new level of freedom to explore new opportunities, and gave him greater flexibility. He could act as a leader and decided he would practice this leadership approach himself when he became department head – his next step.