Leadership

1
Leadership Management

• Reading for Lesson 7
• The Chain of Command and Leadership Triad

2
Lesson 7Reading Objectives

• The student will comprehend the concept of the
  Chain of Command as an institution.
• The student will know the key factors that
  determine the effectiveness of the Chain of
  Command.
• The student will know the terms Authority,
  Responsibility, and Accountability and describe
  how they interrelate within the Leadership Triad.

3
Lesson 7Reading Objectives

• The student will comprehend how Authority,
  Responsibility, and Accountability relate within
  the Chain of Command.
• The student will know why we are held accountable
  for results and not intentions.
• The student will know how Authority is an
  important tool for success in the execution of
  ones Responsibilities.

4
The Chain of Command as an Institution

• Both a structure and a process
• It defines levels of decision-making, lines of
  Authority, areas of Responsibility, levels of
  Accountability, and the flow of information
• Not a written document, but rather a conceptual
  framework that governs how we function in the
  Naval Services

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The Chain of Command as an Institution

• Its effectiveness requires pledge of faith to
  uphold it as an institution much like the oath to
  support and defend the Constitution
• As an institution, it is not made up of
  individuals
• It is a structure of Areas of Responsibility,
  levels of Accountability, and lines of Authority
• Loyalty to the Chain of Command means supporting
  this institution, regardless of the individuals
  involved

6
Effectiveness of the Chain of Command

• Key Factors that determine effectiveness
• Trust
• Confidence
• Trust and confidence are earned through
  demonstrated abilities and loyalty
• Proper use of Chain of Command ensures everyone
  is informed and provides important (human)
  resources to aid in successful completion of the
  responsibility

7
Leadership Triad

• Composed of Authority, Responsibility,
  Accountability
• Fulfilling responsibilities through proper use of
  authority and acceptance of accountability is how
  special trust and confidence are earned

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Authority

• Legitimate right to use assigned resources,
  including personnel, to accomplish a task or
  objective the right to give orders and expect
  obedience

9
Sources of Authority

• Sources of authority include
• Conferred by the group over which authority is
  exercised (may be legitimate or illegitimate)
• Based on position, e.g., command duty officer,
  gate sentry
• Based on rank/pay grade

10
Responsibility

• The obligation to complete a task or perform a
  mission.
• Responsibility exists individually and at all
  levels of an organization
• Others may be assigned tasks oriented to the
  obligation, but overall Responsibility remains
  with person assigning the tasks

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Accountability

• Process by which a subordinate reports the
  outcome of an assigned task or mission and
  accepts the consequences, good or bad
• Ultimate accountability can never be delegated,
  even though authority and responsibility may be

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Leadership Triad Interrelationship

• Responsibility is assigned, assumed or conferred
  
• Once held, Responsibility cannot be transferred
• Accountability is extant to Responsibility.
• Accountability is being answerable to how the
  Responsibility is handled
• Authority can be delegated. It is the critical
  component of the triad
• Authority is the power or control to act on the
  Responsibility

13
Leadership Triad and the Chain of Command

• Responsibilities are defined by the structure of
  the Chain of Command
• Chain of Command identifies those entrusted with
  decision-making
• Lines of Authority are established by the Chain
  of Command
• This facilitates delegation of Authority
• Assignment of Responsibility engenders
  Accountability

14
Accountability for Results

• Accountability emphasizes results, not intentions
• Serves as basis for accounting for ones actions
  or failure to act
• Does not imply that the bottom-line is more
  important than the process
• Emphasizes necessity to consider all possible
  consequences in the execution of duties
  associated with Responsibilities

15
Authority to Execute

• Authority is control or power to act on ones
  responsibilities
• By delegating Authority, chances of success are
  increased
• Failure to meet assignments may indicate failure
  to delegate Authority
• Increasing subordinates Authority will likely
  improve subordinates performance

16
Delegation

• Major aspects
• Variety and magnitude of responsibilities
• Amount of discretion or range of choice allowed
  in carrying out responsibilities
• Authority to take action and implement decisions
  without prior approval
• Frequency and nature of reporting requirements
• Flow of performance information

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Delegation

• Potential advantages
• Improvement of decision quality
• Great subordinate commitment
• Time management
• Job enrichment
• Development of managerial talent

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Reasons Leaders Fail to Delegate

• Strong need for power
• Doubt in subordinate ability
• Perception of different values and objectives in
  a subordinate
• Manager has exceptional task expertise,
  self-confidence, and desire to maintain quality
  of work
• Situational constraints
• Protection of confidential information
• Highly interdependent subordinate jobs

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What to Delegate

• Tasks that can be done better by subordinate
• Tasks that are urgent but not high priority
• Tasks relevant to a subordinates career
• Tasks of appropriate difficulty
• Both pleasant and unpleasant tasks
• Tasks not central to the managers role

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How to Delegate

• Specify responsibilities clearly
• Provide adequate authority, specify limits of
  discretion
• Specify reporting requirements
• Ensure subordinate acceptance of responsibilities
• Inform others who need to know
• Monitor progress in appropriate ways
• Ensure subordinate receives necessary information
• Provide support/assistance--avoid reverse
  delegation
• Make mistakes a learning experience