You expect to be awed by the view from the deck of the USS Benfold. The $1 billion warship is one of the U.S. Navy's most modern, most lethal fighting machines: 8,300 tons of steel armed with the world's most advanced computer-controlled combat system; revolutionary radar technology; a stock of missiles capable of taking out precise targets on land, sea, or air; and a crack crew of 300 highly skilled, totally committed sailors. In 1997, a year and a half after its commission in the Pacific fleet, the guided-missile destroyer spearheaded some of the most critical missions in a confrontation with Iraq. Now tethered to a dock on San Diego's sprawling naval base, the Benfold gleams with power. When eating up the sea at full throttle, she generates a plume of froth that's two-stories high.

What you don't expect to find on board the Benfold is a model of leadership as progressive as any celebrated within the business world. The man behind that model is Commander D. Michael Abrashoff. His career includes a sterling service record, combat experience, and prestigious posts in Washington, DC. He has won dozens of medals. He is also credited with building the Benfold's reputation as the best ship in the Pacific fleet. Last year, in fact, the ship won the prestigious Spokane Trophy for having the best combat readiness in the fleet -- the first time in at least 10 years that a ship of its class had received that honor. Yet Abrashoff doesn't quite look the part: Think of a military leader, and you may envision George C. Scott's depiction of General George S. Patton. Abrashoff, however, has an easy smile and electric-blue eyes.

Behind Abrashoff's relaxed confidence is his own brand of organizational zeal. Settling into his stateroom, Abrashoff, 38, props his feet on a coffee table, sips a soda, and says, "I divide the world into believers and infidels. What the infidels don't understand -- and they far outnumber the believers -- is that innovative practices combined with true empowerment produce phenomenal results."

That the ranks of the nonbelievers include most of his superiors and fellow commanding officers doesn't deter Abrashoff one bit. "I'm lucky," he says. "All I ever wanted to do in the navy was to command a ship. I don't care if I ever get promoted again. And that attitude has enabled me to do the right things for my people instead of doing the right things for my career. In the process, I ended up with the best ship in the navy -- and I got the best evaluation of my career. The unintended benefit? My promotion is guaranteed!" After completing his 20-month tour of duty as commander of the Benfold this past January, Abrashoff reported to a top post at the Space and Naval Warfare Systems Command.

Abrashoff continues to see his mission as nothing less than the reorientation of a famously rigid 200-year-old hierarchy. His aim: to focus on purpose rather than on chain of command. When you shift your organizing principle from obedience to performance, says Abrashoff, the highest boss is no longer the guy with the most stripes -- it's the sailor who does the work. "There's nothing magical about it," he says from his stateroom on the Benfold. "In most organizations today, ideas still come from the top. Soon after arriving at this command, I realized that the young folks on this ship are smart and talented. And I realized that my job was to listen aggressively -- to pick up all of the ideas that they had for improving how we operate. The most important thing that a captain can do is to see the ship from the eyes of the crew."