The Lost Leadership on board

The maritime industry, a cornerstone of global trade, is facing a silent yet deeply concerning crisis: a widespread lack of effective leadership.

This issue, particularly evident in some countries more than others, is triggering a mass exodus of talent and jeopardizing the long-term sustainability of the sector.

The once-iconic image of an experienced captain confidently steering a vessel is being replaced by a starkly different reality—one characterized by authoritarian figures who alienate skilled officers and create a dangerous leadership vacuum.

The same scenario happens in different departments on board. For those working on cruise, in fact, there are many complains about employees acting as boss against lower ranks, receptions, entrainments and restaurants.

This leadership deficit not only affects individual careers but also poses significant risks to maritime safety, operational efficiency, and the overall competitiveness of the shipping industry.

Without immediate intervention, the industry risks losing an entire generation of well-trained officers, managers, engineers, and talented profile from any different areas on board.

This is not merely a case of officers switching companies for better pay. Instead, it is a systemic rejection of outdated leadership styles. While comprehensive data on officer retention and resignation reasons remain scarce, preliminary investigations and testimonials suggest that a significant number of officers—particularly second and third officers—are abandoning their seafaring careers altogether.

Contrary to popular belief, higher wages are not the sole motivator for maritime professionals.

Many highly trained officers seek a healthier, more stimulating work environment.

Unfortunately, they often find themselves working under captains and chief officers who prioritize control and authority over mentorship and collaborative leadership.

Rather than fostering a culture of professional growth and teamwork, many of these so-called "bosses" establish environments dominated by fear, micromanagement, and restricted communication.

This approach not only stifles the development of younger officers but also undermines crew morale—leading to operational inefficiencies and, more critically, safety concerns.

When I started my career on board, with Italian flag ships, I often encountered very arrogant Captains. I embraced this as a challenge in my career path. However, I remember many of my colleagues being deeply traumatized by the bosses' attitudes, including yelling and shouting, to the point where some decided to leave the job on board permanently.

The leadership crisis is not exclusive to Italy, but the country provides a particularly compelling case study. Italy boasts prestigious maritime academies, such as the Italian Merchant Marine Academy, which produce highly skilled professionals. Yet, an increasing number of graduates, after gaining some onboard experience, opt for shore-based careers or even transition into entirely different industries.

The present picture is an entire Italian shipping field, completely abandoning Their Maritime Careers for several reasons:

1. Rigid Hierarchical Structures – The traditional command system is often inflexible and fails to recognize individual talents and competencies.

2. Lack of Career Progression – Many young officers feel stuck in a system that does not reward merit or provide clear advancement opportunities.

3. Hostile Work Environments – Instead of encouraging dialogue, authoritarian leadership styles impose orders without explanation, fostering resentment and disengagement.

The leadership vacuum has far-reaching consequences across the entire maritime sector.

The shortage of Experienced Personnel, as seasoned officers leave, shipping companies struggle to replace them with equally competent professionals.

Heightened Safety Risks – According to a 2022 report by the International Maritime Organization (IMO), crew fatigue is one of the leading causes of maritime accidents. A lack of effective leadership only exacerbates this issue, creating a vicious cycle of stress, burnout, and further resignations.

Where Is Leadership Failing? Red Flags to Watch For

A leadership void manifests in specific behaviors that compromise crew morale and operational efficiency. Here are some key warning signs:

1. Micromanagement and Lack of Trust

Captains excessively controlling every minor detail rather than delegating responsibilities.

Decisions being imposed without consulting or considering crew input.

Young officers feeling underutilized and undervalued.

2. Poor or One-Way Communication

Orders given without context or explanation.

Lack of constructive feedback on crew performance.

Absence of regular meetings or open discussions among officers.

3. Fear-Driven Culture and Lack of Motivation

Public criticism and humiliating behavior toward junior officers.

No recognition of achievements or professional growth.

Crew members working purely out of obligation, with no sense of teamwork or camaraderie.

Replacing ineffective leaders with new officers is not a sufficient solution. Instead, a structural and cultural transformation is required within maritime training and human resource management.

1. Invest in Leadership Training

Maritime academies and shipping companies must implement leadership programs that go beyond technical skills, but instead focus on emotional intelligence, conflict resolution, and team-building.

Practical simulations on crew management and real-life leadership challenges and Training programs that emphasize adaptability and effective communication.

2. Develop Mentorship Programs

Pair young officers with experienced captains who adopt a collaborative leadership style.

Encourage knowledge-sharing through real-life case studies and structured mentorship sessions.

Introduce 360-degree feedback systems, allowing junior officers to provide input on leadership effectiveness.

3. Shift the Command Culture

Move away from the authoritarian model toward a participative leadership approach.

Encourage transparency in communication between officers and crew.

Establish reward systems for those demonstrating positive leadership traits.

4. Conduct In-Depth Research on Officer Retention

Undertake global studies to analyze officer attrition rates and reasons for leaving.

Identify leadership gaps and areas needing urgent reform.

Use data-driven strategies to develop more effective talent retention programs.

A Call to Action: Steering the Maritime Industry Toward a Better Future

The leadership crisis in the maritime sector is not insurmountable. By acknowledging the problem, investing in leadership development, and fostering a cultural shift, the industry can retain and attract the talent necessary for long-term sustainability.

Shipping companies, maritime academies, industry associations, and international organizations such as the IMO must collaborate to address this issue. The future of the maritime industry hinges on this transformation.

Ignoring the leadership crisis will not only stifle industry growth but also compromise global trade safety and efficiency.

Addressing the maritime leadership crisis requires a proactive approach from all stakeholders—including shipping companies, training institutions, and regulatory bodies.

The main causes of this deficit, such as the lack of leadership training, a dominant authoritarian culture, and the absence of mentorship programs, must be tackled head-on.

Additionally, understanding why young officers are leaving their maritime careers, which includes limited career growth opportunities, poor leadership experiences, and stressful work environments, is crucial for implementing effective solutions.

Investing in leadership training, establishing mentorship programs, and fostering participatory leadership are essential strategies to improve leadership onboard.

This is a global issue that demands a unified effort. Young officers can develop their leadership skills by seeking mentorship, enrolling in leadership courses, and learning effective personnel management techniques.

The time to act is now. By prioritizing leadership development and workplace transformation, the maritime industry can secure its future and continue playing a vital role in global commerce. The course must be corrected before it’s too late.