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. Chain of Commandas an Institution • Both a structure and a process: - Defines levels of decision-making, lines of authority, areas of responsibility, levels of accountability & the flow of information • Not a written document but, rather, a conceptual framework that governs how we function in the Naval Services.

7. Chain of Commandas an Institution • Its effectiveness requires pledge of faith to uphold it as an institution, much like the oath to support and defend the Constitution. • Not comprised of individuals: - It is a structure of areas of Responsibility, levels of Accountability & lines of Authority - Loyalty to the Chain of Command means supporting the institution regardless of the personalities 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. Chain of Command • What is it? • Benefits • Risk • Consequences of ignoring…

10. Saving Private Ryan

11. Saving Private Ryan • Film excerpt (Complaints go up, not down) • What does this mean to you? • How does this apply to you? • Benefits? • Consequences? • How do you reinforce this ideal?

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

13. Sources of Authority • Conferred by the group over which Authority is exercised (Legitimate or Illegitimate) • Based upon position • Based upon rank/pay grade

14. Authority to Execute • Authority is control or power to act on one’s responsibility • Delegation enhances one’s likelihood of success • Failure to achieve mission may indicate failure to delegate • Increasing subordinate Authority will likely improve subordinate performance

15. Responsibility • The obligation to complete a task or perform a mission. • Responsibility exists individually and at all levels of an organization. • Once held, Responsibility cannot be transferred. • Others may be assigned tasks oriented to the obligation but overall responsibility remains with person assigning the tasks.

16. 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 may be delegated.

17. Accountability for Results • 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 Responsibility

18. Leadership Triad • Comprised of Authority, Responsibility & Accountability: - Fulfilling responsibilities through the appropriate application of Authority and acceptance of Accountability enables “Special Trust and Confidence” of one’s superiors and subordinates.

19. 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

20. Leadership Triadand theChain 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

21. 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

22. Delegation • Potential advantages: • Improvement of decision quality • Great subordinate commitment • Time management • Job enrichment • Development of subordinates

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

24. How to Delegate • Specify responsibilities early • 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 critical information • Provide support/assistance – avoid reverse delegation • Make mistakes a learning experience

25. Reasons Leaders Fail to Delegate • Strong need for (personal) power • Doubt in personal ability • 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

26. If You Want It Done Right… • …do it yourself? • Good, bad? • Consequences? • Why it doesn’t work?

27. Next Class • Change and Development • Read: Leadership & Management, Chapter 8

28. Summary • Trust and confidence are Key Factors in Chain of Command effectiveness. • Leadership Triad: • Responsibility--assigned, assumed or conferred • Accountability--extant to Responsibility • Authority--power or control to act

29. Summary (Cont.) • Delegation includes; variety and magnitude of responsibilities, discretion/range of choice allowed in carrying out responsibilities, authority to take action/implement decisions without prior approval, frequency/nature of reporting requirements & flow of performance information (feedback).

30. Summary (Cont.) • Potential advantages of Delegation; improvement of decision quality, great subordinate commitment, time management, job enrichment & development of subordinates.

31. Summary (Cont.) • Failure to Delegate may reflect strong need for (personal) power, doubt in subordinate ability, different values and objectives in a subordinate, desire to maintain quality of work, situational constraints, protection of confidential information & highly interdependent subordinate jobs.

32. Questions? ???