Many think of leadership as an art – you are born with the natural talent, and can only learn so much. Others see it as a science – learn the rules and the proper sequencing, and it all falls into place. Elements of both are correct – leadership is an art, but it also has a strong scientific component. To lead effectively, you must develop the talent AND learn some rules.

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Art Or Science ?
COMMAND AND LEADERSHIP

2. LEADERSHIP PHILOSOPHY
To lead effectively, you must
develop the talent AND learn some rules.
Elements of both are correct –
leadership is an art, but it also has a
strong scientific component.
Many think of leadership as an art
– you are born with the natural talent,
and can only learn so much.
Others see it as a science – learn
the rules and the proper sequencing, and
it all falls into place.
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3. Command is a formal leadership with
authority and responsibility
In military, command and leadership
has to go hand in hand
Similarly, command responsibility and
accountability are synonymous for all
practical purpose
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COMMAND PHILOSOPHY

4. Command is the ability to direct and
control actions – any individual can
command, but not all are chosen for
command.
Leadership is the human dimension of
command – only humans can command, but
not all humans do command.
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DEFERENCE BETWEEN TERMS

5. Command, to be effective, needs more
than leadership – a leader without tools
(skills) and a means to use them (authority)
cannot achieve the mission.
Command relates to superior-subordinate
relation; it entails:
Capacity or Authority to issue orders.
Power of Influence.
Evident from ability to task or order and
accomplish mission.
You cannot have effective command
without competent of leadership, but good
leadership without an ability to exercise
command and is useless.
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DEFINITION OF TERMS

6. Overall responsibility of under
command
Hierarchical Accountability
Legal Responsibility of own as
well as actions and conducts of the
subordinates
Making oneself Accountable both to
the superior as well as to the under
command for all he does for mission
accomplishment as a commander
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COMMAND_RESPONSIBILITY_ACCOUNTABILITY

7. 7
Authority - Liability for Lawful
Application of Authority.
Responsibility - Tasks or Scope of
Authority.
Command -Authority or Legally assigned
Power.
What we got so far?

8. 8
“I cannot take comfort in saying I did
the best I could. As a Commander you
either accomplish your mission or you
don’t. I failed in mine.”
- Romeo
Dallaire
Responsibility – Real World

9. If there is acceptance of high levels of
responsibility without high levels of
authority being given, the result is
ineffectual command.
Ineffectual command undermines the very
purpose of an organization.
The mission does not get accomplished and
the leader (who is powerless to act)
feels responsible for not having done so
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Relationship between Authority
and Responsibility

10. Fourth quadrant represents great
potential for abuse of command
High level of authority has been
assigned or earned, but the individual
does not accept responsibility for the
use of the power
Also represents the situation where
automatic systems make the decisions
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Relationship between Authority
and Responsibility

11. About leadership?
Understanding the environment in
which leadership takes place is
important, but …
Knowing and applying fundamental
leadership skills is equally important.
Real leadership requires more than
academic knowledge.
In the real world, people and
organizations are hurt when leaders
cannot or do not lead.
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12. Leadership may be exercised by
anyone, regardless of organizational
position, and may be directed up,
across, down and even outside of the
organization.
Command is bounded by the lawful
authority delegated to an individual and
is exercised down the chain.
Management is bounded by the
resource authority delegated to a
manager and exercised down the
managerial chain. 12
Leadership, Command, Management

13. … directly or indirectly influencing
others, by means of formal authority or
personal attributes, to act in
accordance with one’s intent or a shared
purpose.
- Leadership in the Canadian Forces -
Doctrine
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Leadership Redefined...

14. “Influence is the essence of
leadership. Much of the activity of
formal leaders involves attempts to
influence the attitudes and behavior of
people, including subordinates, peers,
superiors, and outsiders.”
- Gary Yukl, Leadership in
Organizations, 5th Edition.
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Leadership – Another
Description

15. Leadership may be exercised by anyone,
regardless of organizational position,
and may be directed up, across, down and
even outside of the organization
Command is bounded by the lawful
authority delegated to an individual and
is exercised down the chain
Management is bounded by the resource
authority delegated to a manager and
exercised down the managerial chain 15
Leadership, Command, Management

16. The essence of command is the
expression of the human will
In military terms this is known as
the commander’s intent
Everything a commander does is driven
by his/her vision, goal or mission, and
the will to realise it
Thus, command is the purposeful
exercise of authority, over structures,
resources, people and activities 16
Command...

17. “… the creative expression of human
will necessary to accomplish the
mission.”Only humans command (but not all of
them do)Commanding is not the same as
ordering – commanding implies the
interpretation of an order and altering
it to suit the specifics of a situationThus a person working alone can
command, even though there is no one to
order
Command is ...
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18. “Every successful senior military
commander in history has demonstrated,
if not mastery of, at least competence
in managing resources …the skilled
application and employment of resources
has always been an enduring
characteristic of good generalship.”
-Vice-Admiral (ret) Gary
Garnett
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Management as a Component
of Command

19. When things go wrong, it must be called a
failure, but it is not always a failure of the
leader.
Responsibility and authority are often
mismatched – people are assigned responsibility
more easily than authority.
People seek authority more often than
responsibility.
Unintended consequences are pervasive in many
organizations – many decisions are made with no
idea of eventual consequences, even within the
same section.
Order needs to be followed up and supervised.
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ANALYSIS

20. My next topic will be designed on
‘Motivation’
https://www.upwork.com/users/~01c5958159
578dc9fa
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