Leadership & Management Introduction

Paul David Hill Commander United States Navy CDR Paul Hill graduated from Eastern Washington University with a Bachelor of Arts Degree in 1980 and was commissioned at Naval Officer Candidate’s School. Following graduation from the Surface Warfare Division Officer Course, ENS Hill served as Gunnery Officer in USS BARBEY (FF 1088). In 1986 LT Hill was assigned as the Action Officer for Sub-Saharan Africa at the NAVY INTERNATIONAL PROGRAMS OFFICE, CNO (OP-63). CDR Paul Hill graduated from Eastern Washington University with a Bachelor of Arts Degree in 1980 and was commissioned at Naval Officer Candidate’s School. Following graduation from the Surface Warfare Division Officer Course, ENS Hill served as Gunnery Officer in USS BARBEY (FF 1088). In 1986 LT Hill was assigned as the Action Officer for Sub-Saharan Africa at the NAVY INTERNATIONAL PROGRAMS OFFICE, CNO (OP-63). Following graduation from Surface Warfare Department Head School in 1989, LT Hill reported as First Lieutenant in USS PEORIA (LST 1183). He then reported to USS MOBILE (LKA 115) as First Lieutenant, completing a ten- month deployment to the Arabian Gulf in support of Operations DESERT SHIELD and DESERT STORM. In 1992 LCDR Hill reported to USS WASP (LHD 1) as Damage Control Assistant, completing his fourth deployment during Operation RESTORE HOPE. In 1994, LCDR Hill reported to the US NAVAL OBSERVATORY, CNO (N096) where he was assigned as the International Policy Assistant for critical technology export control. Following graduation from the Surface Warfare Executive Officer Course in 1996, LCDR Hill reported to USS ABRAHAM LINCOLN (CVN 72) as Damage Control Assistant. From 1998 to 2001 CDR Hill served as Chief of Staff for Commander, U.S. Naval Forces Alaska (COMUSNAVAK) where he was the principal US Navy advisor to Commander, Alaskan Command and Commanding Officer of assigned Enlisted personnel. CDR Hill graduated from the U.S. Naval War College in 2002 with a Master’s Degree in National Security and Strategic Studies. He was then assigned as Executive Officer and Associate Professor of Naval Science at The University of Arizona Naval ROTC Unit, completing a Master’s Degree in Education. From 2005 to 2008 CDR Hill was assigned as an exchange officer with the Royal Navy under the Personnel Exchange Program (PEP/UK) where he supervised the installation of electronic warfare systems in Royal Navy surface ships. CDR Hill is currently assigned as Executive Officer and Associate Professor of Naval Science at The Pennsylvania State University Naval ROTC Unit. An experienced Surface Warfare Officer, CDR Hill is authorized to wear the Meritorious Service Medal with three gold stars, Navy Commendation Medal with four gold stars, Navy Achievement Medal and numerous campaign and service ribbons. An experienced Surface Warfare Officer, CDR Hill is authorized to wear the Meritorious Service Medal with three gold stars, Navy Commendation Medal with four gold stars, Navy Achievement Medal and numerous campaign and service ribbons.

Student Introductions  The student BEHIND you!  Name  Hometown  Navy/Military Family?  High School/Active Duty Career  Major  Sports, Hobbies, Activities  Navy/Marine Corps Dream!

Discussion Objectives: The student will comprehend the course objectives and the expectations for each student. The student will comprehend the four-year NROTC leadership continuum.

Discussion Objectives The student will understand course policy and the daily conduct of class. The student will comprehend why the study of leadership and management theory is important as an integral part of leadership in the navy. The student will apply the functions of leadership and management to the role of the naval officer.

NROTC Mission “ To develop midshipmen morally, mentally, and physically and to imbue them with the highest ideals of duty, honor, and loyalty in order to commission college graduates as naval officers who possess a basic professional background, are motivated toward careers in the Naval Service, and have a potential for future development in mind and character so as to assume the highest responsibilities of command, citizenship and government."

Leadership Continuum  NROTC Indoctrination  Midn 4/C experience  3/C CORTRAMID (Aviation, Surface, Submarine, Marine)  Leadership and Management  Midn 3/C experience (first training role -- superior and subordinate)

Leadership Continuum (Cont.)  2/C Enlisted Cruise  Midn 2/C experience  1/C Junior Officer Cruise/Bulldog  Leadership and Ethics  Midn 1/C experience  Graduation and Commissioning

Grading Policy Seminar Facilitation1 st 5% 2 nd 10% Course Project15% Midterm Exam15% Final Exam30% Participation10% Three Short Papers15% Total 100%

Expectations Expectations  Read the assigned material before class  Participate in Class  Written work will be submitted on time  Maintain Fleet Officer Standards Officers don’t try to “get by” with just doing the minimum Officers don’t try to “get by” with just doing the minimum Poor writing = poor performance Poor writing = poor performance

Terminal Objective  Statement of Personal Leadership Philosophy  Foundation Based Upon Course Content  Self-Assessment  Living Document  Not Expert Leaders!  Two-Page Paper…Final Exam

Class Format  Review Objectives for the Class Period  Brief Lecture  Discuss the Readings in Seminar Format  Case Studies or Exercise  Summary  Outline Next Session’s Scope

Teaching Media  Film Excerpts - Demonstrate Leadership Principle - Hollywood: Not Historically Accurate - Relevancy  Team Projects  Individual Presentations

Summary & Questions? Summary & Questions?  Public Speaking/Briefing  Preparation  Why do we have Officers?  What do Sailors/Marines want?  Who works for whom?  Servant Leadership!

Next Class Next Class  Introduction to the Study of Leadership Why bother to study Leadership? Why bother to study Leadership? Leadership potential in Midshipmen Leadership potential in Midshipmen Define: The Interactional Framework Define: The Interactional Framework  Read: Leadership & Management, Chapters 1 and 2