As military personnel transition to the civilian world, not all enter positions that are comparable to the level of leadership responsibility they had in the military (Maze, 2003). This quantitative descriptive study focuses on Supply officers who are the business leaders of the United States Navy. These officers face the same challenges to obtain comparable leadership positions in the civilian world when they leave the military as other military officers, despite their formal business training and practical leadership experience. This quantitative, descriptive, research study sought out to determine the leadership behavior believed to be the most effective for Navy Supply Corps officers who transition to the civilian work environment. Transformational leadership behaviors were grouped together suggesting that Supply officers feel transformational leadership is relatively effective as ranked against the other behaviors. Additionally, Supply officers that are older and of higher rank expressed that the criteria as contributing most to being an effective leader was promoting an ethical environment.