Leadership & Management

The Chain of Command and Leadership Triad

Chain of Command

Both structure and process:Conceptual framework, governs how we functionEstablishes functional relationships

Institution, not individuals in itDefines:

Levels of Decision-MakingLines of AuthorityAreas of ResponsibilityLevels of AccountabilityFlow of information

Chain of CommandEffectiveness determined by:

TrustConfidenceAbility to uphold as an institution

Earned by:Demonstrated abilitiesLoyalty

Ensures everyone is informed and provides support for completion of the responsibility

Naval TraditionNaval Tradition“Special Trust and “Special Trust and

Confidence”Confidence”

With responsibility With responsibility goes authority and goes authority and

with them both goes with them both goes accountabilityaccountability

Leadership TriadLeadership Triad

ResponsibiliResponsibilityty

Obligation

AccountabilityAccountabilityBeing answerable for actions/failure to take

action

AuthorityAuthorityControl or power to

act on responsibilities

Obligation to complete a taskAssigned, assumed, or conferred

Exists individually and at all levels of an organizationResponsibility CAN be delegated but CANNOT be transferred

Responsibility

“Responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You may disclaim it, but you cannot divest yourself of it. Even if you do not recognize it or admit its presence, you cannot escape it. If responsibility is rightfully yours, no evasion or ignorance or passing the blame can pass the burden to someone else. Unless you can point your finger at the man responsible when something goes wrong, then you have never had anyone really responsible.”

– H. G. Rickover

“Responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You may disclaim it, but you cannot divest yourself of it. Even if you do not recognize it or admit its presence, you cannot escape it. If responsibility is rightfully yours, no evasion or ignorance or passing the blame can pass the burden to someone else. Unless you can point your finger at the man responsible when something goes wrong, then you have never had anyone really responsible.”

– H. G. Rickover

Right to use assigned resources, including personnel, to accomplish a task or objective

Right to issue orders and expect obediencePower or control to act on responsibility

CAN and should be delegatedSources:

Positional and/or Personal Power

Authority

Being answerable for responsibilities

Actions OR Failure to act

Linked to responsibilityResults NOT “intentions”Emphasizes necessity to consider all possible consequences

CAN NEVER be delegated

Accountability

Men will not long trust leaders who feel

themselves beyond accountability for what

they do

Assignment of new responsibilities (and authority to carry out tasking)

A form of power sharing (Empowerment)

Improved Decision QualityEnhanced subordinate commitmentTime managementJob enrichmentDevelopment of subordinates

Creates learning opportunitiesID potential leaders

Potential Advantages

What to DelegateTasks better done by subordinateUrgent, not high priority tasksTasks relevant to a subordinate’s careerTasks of appropriate difficultyBoth pleasant and unpleasant tasksTasks not central to the manager’s role

How to DelegateClear, concise expectations

Results/ObjectivesPriorities/Deadlines

Provide adequate authority, specify limits of discretionSpecify reporting requirements

What/How often/Format

Ensure subordinates accept responsibilityCheck for comprehensionDoubts/concerns/questions

Inform others who need to knowMonitor progress:

TRUST, BUT VERIFYTRUST, BUT VERIFYEnsure subordinate receives necessary infoProvide support/assistance

Avoid Reverse Delegation

Make mistakes a learning experienceOpportunity to trainWhat do you want next time?

How to Delegate(CONT)

Why We Fail to Delegate

Need for power/controlInsecurity

Fear of subordinate failure (Trust)Loss of control/Being in charge

Situational constraintsTimeConfidential information

Manager has expertise, self-confidence, and desire to maintain high quality

Questions?Questions?