leadership & management reading for lesson 7: the chain of command and leadership triad

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Leadership & Management Leadership & Management Reading for Lesson 7: Reading for Lesson 7: The Chain of Command and The Chain of Command and Leadership Triad Leadership Triad

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Leadership & ManagementLeadership & Management

Reading for Lesson 7:Reading for Lesson 7:

The Chain of Command and The Chain of Command and Leadership TriadLeadership Triad

Lesson 7Lesson 7Reading ObjectivesReading Objectives

1.1. The student will comprehend the concept of The student will comprehend the concept of the Chain of Command as an institution.the Chain of Command as an institution.

2.2. The student will know the key factors that The student will know the key factors that determine the effectiveness of the Chain of determine the effectiveness of the Chain of Command.Command.

3.3. The student will know the terms Authority, The student will know the terms Authority, Responsibility, and Accountability and describe Responsibility, and Accountability and describe how they interrelate within the Leadership how they interrelate within the Leadership Triad.Triad.

Lesson 7Lesson 7Reading ObjectivesReading Objectives

4.4. The student will comprehend how Authority, The student will comprehend how Authority, Responsibility and Accountability relate within the Responsibility and Accountability relate within the Chain of Command.Chain of Command.

5.5. The student will know why we are held accountable for The student will know why we are held accountable for results and not intentions.results and not intentions.

6.6. The student will know how Authority is an important The student will know how Authority is an important tool for success in the execution of one’s tool for success in the execution of one’s Responsibilities.Responsibilities.

Lesson 7Lesson 7Reading ObjectivesReading Objectives

7. The student will apply the concepts of Responsibility, 7. The student will apply the concepts of Responsibility, Accountability and Authority to leadership situations in Accountability and Authority to leadership situations in the Battalion and in the Fleet.the Battalion and in the Fleet.

8. The student will comprehend the major aspects and 8. The student will comprehend the major aspects and potential advantages of delegation.potential advantages of delegation.

9.9. The student will comprehend reasons leaders fail to The student will comprehend reasons leaders fail to delegate.delegate.

10.10. The student will comprehend important guidelines for The student will comprehend important guidelines for delegation including what to delegate and how to delegation including what to delegate and how to delegate.delegate.

Lesson 7Lesson 7Discussion ObjectivesDiscussion Objectives

1.1. The student will know the key factors that determine The student will know the key factors that determine the effectiveness of the Chain of Commandthe effectiveness of the Chain of Command..

2.2. The student will apply the concepts of Responsibility, The student will apply the concepts of Responsibility, Accountability and Authority to leadership situations in Accountability and Authority to leadership situations in the Battalion and in the Fleet.the Battalion and in the Fleet.

3. The student will comprehend the major aspects and 3. The student will comprehend the major aspects and potential advantages of delegation.potential advantages of delegation.

4. The student will comprehend reasons leaders fail to 4. The student will comprehend reasons leaders fail to delegate.delegate.

Chain of CommandChain of Commandas an Institutionas an Institution

Both a Both a structurestructure and a and a processprocess::

- Defines levels of decision-making, lines - Defines levels of decision-making, lines ofof

authority, areas of responsibility, levels ofauthority, areas of responsibility, levels of

accountability & the flow of informationaccountability & the flow of information

Not a written document but, rather, a conceptual Not a written document but, rather, a conceptual framework that governs how we function in the framework that governs how we function in the Naval Services.Naval Services.

Chain of CommandChain of Commandas an Institutionas an Institution

Its effectiveness requires pledge of faith to Its effectiveness requires pledge of faith to uphold it as an institution, much like the oath to uphold it as an institution, much like the oath to support and defend the Constitution.support and defend the Constitution.

Not comprised of individuals:Not comprised of individuals:

- It is a - It is a structure structure of areas of Responsibility, of areas of Responsibility, levels of Accountability & lines of Authoritylevels of Accountability & lines of Authority

- Loyalty to the Chain of Command means - Loyalty to the Chain of Command means supporting the institution regardless of the supporting the institution regardless of the personalities involvedpersonalities involved

Effectiveness of the Effectiveness of the Chain of CommandChain of Command

Key Factors that determine effectiveness:Key Factors that determine effectiveness: TrustTrust ConfidenceConfidence

Trust and confidence are earned through Trust and confidence are earned through demonstrated abilities and loyalty.demonstrated abilities and loyalty.

Proper use of Chain of Command ensures Proper use of Chain of Command ensures everyone is informed and provides important everyone is informed and provides important (human) resources to aid in successful (human) resources to aid in successful completion of the responsibility.completion of the responsibility.

Chain of Command

What is it? Benefits Risk Consequences of ignoring…

Saving Private RyanSaving Private Ryan

Saving Private RyanSaving Private Ryan

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

AuthorityAuthority

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

Sources of AuthoritySources of Authority

Conferred by the group over which Authority is Conferred by the group over which Authority is exercised (Legitimate or Illegitimate)exercised (Legitimate or Illegitimate)

Based upon positionBased upon position Based upon rank/pay gradeBased upon rank/pay grade

Authority to ExecuteAuthority to Execute

Authority is control or power to act on one’s Authority is control or power to act on one’s responsibilityresponsibility

Delegation enhances one’s likelihood of successDelegation enhances one’s likelihood of success Failure to achieve mission may indicate failure to Failure to achieve mission may indicate failure to

delegatedelegate Increasing subordinate Authority will likely Increasing subordinate Authority will likely

improve subordinate performanceimprove subordinate performance

ResponsibilityResponsibility

The obligation to complete a task or perform a The obligation to complete a task or perform a mission.mission.

Responsibility exists individually and at all levels Responsibility exists individually and at all levels of an organization.of an organization.

Once held, Responsibility cannot be transferred.Once held, Responsibility cannot be transferred. Others may be assigned tasks oriented to the Others may be assigned tasks oriented to the

obligation but overall obligation but overall responsibilityresponsibility remains with remains with person assigning the tasks.person assigning the tasks.

AccountabilityAccountability

Process by which a subordinate reports Process by which a subordinate reports the outcome of an assigned task or the outcome of an assigned task or mission and accepts the consequences, mission and accepts the consequences, good or bad.good or bad.

Ultimate accountability can never be Ultimate accountability can never be delegated even though authority may be delegated even though authority may be delegated.delegated.

Accountability for ResultsAccountability for Results

Emphasizes Emphasizes resultsresults, not intentions, not intentions

- Serves as basis for accounting for one’s actions or- Serves as basis for accounting for one’s actions or

failure to actfailure to act

- Does not imply that the bottom line is more important- Does not imply that the bottom line is more important

than the processthan the process

- Emphasizes necessity to consider all possible- Emphasizes necessity to consider all possible

consequences in the execution of duties associatedconsequences in the execution of duties associated

with Responsibilitywith Responsibility

Leadership TriadLeadership Triad

Comprised of Authority, Responsibility & Comprised of Authority, Responsibility & Accountability:Accountability:

- Fulfilling responsibilities through the - Fulfilling responsibilities through the appropriate application of Authority and appropriate application of Authority and acceptance of Accountability enables “Special acceptance of Accountability enables “Special Trust and Confidence” of one’s superiors and Trust and Confidence” of one’s superiors and subordinates.subordinates.

Leadership Triad InterrelationshipLeadership Triad Interrelationship

Responsibility is assigned, assumed or Responsibility is assigned, assumed or conferred: conferred: Once held, Responsibility cannot be transferredOnce held, Responsibility cannot be transferred

Accountability is extant to Responsibility:Accountability is extant to Responsibility: Accountability is being answerable to how the Accountability is being answerable to how the

Responsibility is handledResponsibility is handled Authority can be delegated. It is the critical Authority can be delegated. It is the critical

component of the triad:component of the triad: Authority is the power or control to act on the Authority is the power or control to act on the

ResponsibilityResponsibility

Leadership TriadLeadership Triadand theand the

Chain of CommandChain of Command

Responsibilities are defined by the structure of Responsibilities are defined by the structure of the Chain of Command:the Chain of Command:

- Chain of Command identifies those- Chain of Command identifies those

entrusted with decision-makingentrusted with decision-making Lines of Authority are established by the Chain Lines of Authority are established by the Chain

of Command:of Command:

- This facilitates delegation of Authority- This facilitates delegation of Authority Assignment of Responsibility engenders Assignment of Responsibility engenders

AccountabilityAccountability

DelegationDelegation

Major aspects:Major aspects: Variety and magnitude of responsibilitiesVariety and magnitude of responsibilities Amount of discretion or range of choice Amount of discretion or range of choice

allowed in carrying out responsibilitiesallowed in carrying out responsibilities Authority to take action and implement Authority to take action and implement

decisions without prior approvaldecisions without prior approval Frequency and nature of reporting Frequency and nature of reporting

requirementsrequirements Flow of performance informationFlow of performance information

DelegationDelegation

Potential advantages:Potential advantages: Improvement of decision qualityImprovement of decision quality Great subordinate commitmentGreat subordinate commitment Time managementTime management Job enrichmentJob enrichment Development of subordinatesDevelopment of subordinates

When to DelegateWhen to Delegate

Tasks that can be done better by subordinateTasks that can be done better by subordinate Tasks that are urgent but not high priorityTasks that are urgent but not high priority Tasks relevant to subordinate’s careerTasks relevant to subordinate’s career Tasks of appropriate difficultyTasks of appropriate difficulty Both pleasant and unpleasantBoth pleasant and unpleasant Tasks not central to manager’s roleTasks not central to manager’s role

How to DelegateHow to Delegate

Specify responsibilities earlySpecify responsibilities early Provide adequate authority, specify limits of discretionProvide adequate authority, specify limits of discretion Specify reporting requirementsSpecify reporting requirements Ensure subordinate acceptance of responsibilitiesEnsure subordinate acceptance of responsibilities Inform others who need to knowInform others who need to know Monitor progress in appropriate waysMonitor progress in appropriate ways Ensure subordinate receives critical informationEnsure subordinate receives critical information Provide support/assistance – avoid reverse delegationProvide support/assistance – avoid reverse delegation Make mistakes a learning experienceMake mistakes a learning experience

Reasons Leaders FailReasons Leaders Fail to Delegate to Delegate

Strong need for (personal) powerStrong need for (personal) power Doubt in personal abilityDoubt in personal ability Doubt in subordinate abilityDoubt in subordinate ability Perception of different values and objectives in a Perception of different values and objectives in a

subordinatesubordinate Manager has exceptional task expertise, self-confidence, Manager has exceptional task expertise, self-confidence,

and desire to maintain quality of workand desire to maintain quality of work Situational constraintsSituational constraints Protection of confidential informationProtection of confidential information Highly interdependent subordinate jobsHighly interdependent subordinate jobs

If You Want It Done Right…If You Want It Done Right…

……do it yourself?do it yourself?

Good, bad?Good, bad? Consequences?Consequences? Why it doesn’t work?Why it doesn’t work?

Next ClassNext Class

Change and DevelopmentChange and Development Read: Leadership & Management, Read: Leadership & Management,

Chapter 8Chapter 8

SummarySummary

TrustTrust and and confidenceconfidence are Key Factors in are Key Factors in Chain of Command effectiveness.Chain of Command effectiveness.

Leadership Triad:Leadership Triad: Responsibility--assigned, assumed or Responsibility--assigned, assumed or

conferred conferred Accountability--extant to ResponsibilityAccountability--extant to Responsibility Authority--power or control to actAuthority--power or control to act

Summary (Cont.)Summary (Cont.)

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

Summary (Cont.)Summary (Cont.)

Potential advantages of Delegation; Potential advantages of Delegation; improvement of decision quality, great improvement of decision quality, great subordinate commitment, time subordinate commitment, time management, job enrichment & management, job enrichment & development of subordinates.development of subordinates.

Summary (Cont.)Summary (Cont.)

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

Questions?Questions?

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