The United States Navy

The United States Navy.
Student’s Name
Institutional Affiliation
The United States Navy
The United States’ Navy is one of the most successful institutions in the world. Owing to the fact that it is the youngest section of the U.S military and the most effective as far as service delivery is concerned, strategic leadership has enabled it meets most of its goals and therefore grow and develop accordingly (Tichy & Cohen, 1997). Reportedly, the institution uses a unique leadership engine or rather framework which ensures that all operations are conducted tactically.
The leadership engine used by the U.S navy ensures that leaders are appointed to govern all the sections of the company. Just like other companies, the Navy has different levels both in the department and human resource. As such, when leaders who are experts are appointed to oversee the different levels, they ensure the levels meet their goals a factor that contributes to the achievement of the organizational goals. The world today is characterized by constant change in technology, economy together with products (Tichy & Cohen, 1997). To this effect, it can be challenging for organizations with few overall leaders to govern the entire organization and ensure that it keeps abreast with the dynamics. However, since the U.S Navy has leaders at all operational levels, it becomes easy to adjust and blend in the realities that set in the business world.
It is also evident that the U.S Navy puts the welfare of its employees into consideration.

The sailors being among the key people in the Navy should be appreciated to motivate them to work towards their goals. This is important since these people sacrifice a lot as their work involve long voyages which may take months (Tichy & Cohen, 1997). As such, these people stay away from their families and social lives for long periods while working. Appreciating them with rewards and compensations makes them feel valued and therefore put extra efforts in their job positions.
Reference
Tichy, N. M., & Cohen, E. (1997). The leadership engine. New York, NY: HarperCollins.