TDNet Discover

The purpose of this qualitative Action Research study is to examine leadership-driven accountability practices for Naval logistics leaders and personnel at Helicopter Sea Combat Squadron Two. For the utility of this study, leadership accountability is defined as leader-enacted behaviors that integrate ethical decision-making, consistent enforcement, reflection, and learning into daily operational practice. The theory guiding this study is Action Research Theory, as it frames accountability as an iterative process of inquiry, action, reflection, and organizational learning. This study will also draw on Transformational and Adaptive Leadership theories to explain how leadership behaviors shape accountability in complex, high-tempo environments. The primary research question asks how leadership accountability interventions influence asset visibility, cost efficiency, audit readiness, and mission readiness within an operational naval logistics context. The study will take place at a Naval Aviation logistics command operating under decentralized, time-sensitive conditions. Participants will include leaders and logistics personnel directly involved in accountability-related processes. Data collection will include interviews, observations, and reflective feedback gathered across iterative Action Research cycles. Data analysis will employ thematic coding and pattern identification to examine how accountability practices are enacted, adapted, and sustained. This abstract is written in the future tense and does not include results. The anticipated results of this study are improved asset visibility, stronger audit readiness, greater cost efficiency, and enhanced mission readiness through leadership-driven accountability practices.