Leadership & Management

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 one’s Responsibilities.

4. Lesson 7Reading Objectives 7. The student will apply the concepts of Responsibility, Accountability, and Authority to leadership situations in the Battalion and in the Fleet. 8. The student will comprehend the major aspects and potential advantages of delegation. • The student will comprehend reasons leaders fail to delegate. • The student will comprehend important guidelines for delegation including what to delegate and how to delegate.

5. Lesson 7Discussion Objectives • The student will know the key factors that determine the effectiveness of the Chain of Command. • The student will apply the concepts of Responsibility, Accountability, and Authority to leadership situations in the Battalion and in the Fleet. 3. The student will comprehend the major aspects and potential advantages of delegation. 4. The student will comprehend reasons leaders fail to delegate.

6. 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

7. 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

8. 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

9. 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

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

11. 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

12. 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

13. 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

14. 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

15. 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

16. Accountability for Results • Accountability emphasizes results, not intentions • Serves as basis for accounting for one’s 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

17. Authority to Execute • Authority is control or power to act on one’s responsibilities • By delegating Authority, chances of success are increased • Failure to meet assignments may indicate failure to delegate Authority • Increasing subordinate’s Authority will likely improve subordinate’s performance

18. 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

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

20. 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

21. What to Delegate • Tasks that can be done better by subordinate • Tasks that are urgent but not high priority • Tasks relevant to a subordinate’s career • Tasks of appropriate difficulty • Both pleasant and unpleasant tasks • Tasks not central to the manager’s role

22. 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