What Invergordon taught Cunningham about leadership

Cunningham called Invergordon a mutiny and also treated it as an institutional leadership failure. The fleet learned the details of its pay cuts in September 1931, less than three weeks before they were to take effect. He believed senior officers in large ships had lost touch with household pressures, while destroyer officers living closer to their crews usually understood them better. The service produced excellent technicians, he argued, but too few genuine leaders of people. An explanatory letter arrived too late and offered nothing likely to defuse the situation. By including himself among those at fault, Cunningham made senior command accountable for failing to understand and represent its sailors.