A Case 2: The USS Florida

The atmosphere on a Trident Nuclear submarine is generally calm and quiet. Even pipe joints are cushioned to prevent noise that might tip off a pursuer. The Trident ranks among the world's most dangerous weapons - swift, silent, and armed with 24 long-range missiles carrying 192 nuclear warheads. Trident crews are the cream of the Navy crop, and even the sailors who fix the plumbing exhibit a white0collar decorum. The culture aboard the ship is a roster of ever-changing shipmates.Being subject to strict security restrictions enhances a sense of elitism and pride. To move up and take charge of a Trident submarine is an extraordinary feat in the Navy, as fewer than half the officers qualified to take command of a Trident. When Michael Alfonso took charge of the USS Florida, the crew welcomed his arrival. They knew he was one of them, a career Navy man who joined up as a teenager and moved up through the ranks. Past shipmates remembered him as a loner, who would be brusque but generally pleasant enough. Neighbors on shore found him to be an unfailingly polite man who kept to himself.

The crew's delight in their new captain was short-lived. Captain Alfonso moved swiftly to assume command, admonishing his sailors that he would push them hard. He wasn't joking; soon after the USS Florida slipped into deep waters to begin a post-overhaul shakedown cruise, Alfonso loudly and publicly reprimanded those whose performance he considered lacking. Chief Petty Officer Donald MacArthur, chief of the navigation division, was only one of those who suffered Alfonso's anger personally. During training exercises, MacArthur had trouble keeping the submarine at periscope depth because of the rough seas. Alfonso announced loudly, "You're disqualified." He then precipitously relieved MacArthur of his diving duty until he was re-certified by extra practice. Word of the incident spread quickly. Crew members were shocked because they were accustomed too the Navy's adage, "praise in public, penalize in private." It didn't take long for the Captain's behavior to have an impact on the crew. According to Petty Officer Ian Smith: "People didn't tell him when something was wrong. You're not supposed t be afraid of your captain, to tell him stuff. But nobody wanted to."

Captain Alfonso's outbursts weren't always connected with job performance. He bawled out the supply officer, the executive officer, and the chief of the boat because the soda dispenser he used to get a glass of Coke one day contained Pepsi. He exploded when he arrived unexpectedly at a late-night meal and found the fork at his place setting missing. Soon, a newsletter, title The Underground, was circulated by the boat's plumbers, who use sophomoric humor to spread the word over the captain's outbursts over such petty matters. By the time the sub reached Hawaii for its "Tactical Readiness Evaluation," an intense week-long series of inspections by staff officers, the crew was almost completed alienated. Although the boat tested well, inspectors sent word toRear Admiral Paul Sullivan that something seemed t be wrong on board the USS Florida, with severely strained relations between captain and crew. On the Trident's last evening of patrol, much of the crew celebrated with a film night; they chose The Caine Mutiny and Crimson Tide, both movies about Navy skippers who face mutinies and are relieved of command at sea.

When they reached home port, the sailors slumped ashore; one recalled, "Physically and mentally, we were just beat to the ground." Concerned that the crew seemed "despondent", Admiral Sullivan launched a formal inquiry that eventually lead him to relive Alfonso of his command. It was the first-ever firing of a Trident submarine captain. "He had the chance of a lifetime to experience the magic of command, and he squandered it," Sullivan said, "Fear and intimidation lead to certain ruin." Alfonso himself seemed dumfounded by Admiral Sullivan's actions, pointing out that the USS Florida under his command posted " the best-ever grades assigned for certifications and inspections for a post-overhaul Trident submarine."

Case Questions:

1)Which do you think a leader should be more concerned about aboard a nuclear submarine:high certification grades or high-quality interpersonal relationships? Explain how these relates to the task versus relationship orientations that leaders bring to their leadership style.

2)Do you agree or do not agree with Admiral Sullivan's decision to fire Alfonso? Explain why in the context of leadership behavior and expectations.

3)Describe Commander Alfonso's level of emotional intelligence by applying three of the competencies in the emotional intelligence framework (slide 24 and 25, chapter 6). Explain the competencies with examples from the case to clarify where Commander Alfonso needs to improve his emotional intelligence.