Mentoring for Ethical Leadership in the Navy: How Mentors Support Leadership Development, and Foster Ethical Decision-Making in Commanders

The US Navy requires leaders of competence and character in combat. The elements of competence are developed in numerous schoolhouses, but the path for developing leaders of character is less well-defined, influenced by individuals and organizational culture. If the Navy fails to develop ethical decision-makers, it could cost the trust of the American people or combat effectiveness in wartime. For centuries, mentors have demonstrated influence on their protégés. One possible vehicle for ethical decision-making is the more intentional use of mentors to serve as role models for ethical leadership. We know little about the development of ethical decision-making in Navy leaders and the influence that mentors have on their preparation for command. This study investigated the impact of mentors in developing ethical leaders. I surveyed 42 Navy officers who served in command about their mentoring experiences. In addition to survey results, I interviewed 16 former Commanding Officers and thematically analyzed their leader development, preparation for command and how they evolved their ability to make ethical decisions. I found that mentors were often in the chain of command and provided support as young officers navigated the challenges of the workplace. Mentors were role models throughout their protégés’ careers and helped them establish a mental model of what good leadership looked like as their protégés prepared for command. Lastly, mentors influenced their protégés’ ethical leadership and helped them make ethical decisions in command. I will use the results of this study to recommend that the Navy include a more intentional approach to mentoring future commanding officers (COs) and to prepare COs by mentoring them for ethical decision-making. I also recommend that further study should be conducted on the impact of mentoring on ethical leadership