actions in his or her area of responsibility, the leader should never allow a subordinate to be criticized or penalized except by himself or herself or such other authority as the law prescribes. EFFECTIVE  LEADERSHIP The special authority and responsibility granted to you is an example of position power. The mere fact that you are a manager, however, does not make you an effective leader. Some managers are highly effective leaders; others are rather ineffective. We emphasize this point  because  one  popular  idea  is  that  position  power closely relates to effective leadership. This may or may not be true. In today’s complex and technical Navy, the traditional  form  of  “heroic”  personal  leadership  is changing to a manager form. The wide range of skills we need to accomplish our goals requires us to take an active part in the team effort of decision making. In most cases, the “ours is not to wonder why, ours is but to do or die” approach is outmoded. Today’s approach puts greater  emphasis  on  human  relations  and  group motivation  as  a  means  of  achieving  effective performance. LEADERSHIP VARIABLES Leadership  is  a  function  of  three  broad  variables: (1)   the   characteristics   of   the   leader,   (2)   the characteristics   of   the   followers,   and   (3)   the characteristics  of  the  situation  involving  the  leader  and followers.  Numerous  studies  show  that  a  leader’s effectiveness depends on that person’s ability to relate to  these  variables  in  choosing  the  appropriate  style  of leadership.  When  leading  sailors  who  are  highly dependent and insecure, you no doubt use a somewhat autocratic style. Your style is firm, with clear procedures and  firm  directions.  In  this  situation  you  must  be Psychologically strong. When your subordinates are emotionally  mature  and  perform  in  a  creative, self-motivated manner, these tactics are destined for failure. Of course, you are unlikely to have workers who all fall  into  one  category.  Also,  situations  tend  to  change from minute to minute. Therefore, you must focus on all three variables all the time. Two of the qualities a leader needs to deal within this constantly shifting relationship of leader, follower, and situation are flexibility and social sensitivity, Social sensitivity refers to your ability to think and feel what the other person is thinking and feeling.   Flexibility   is   your   ability   to   behave appropriately  in  dealing  with  others. Leaders often overlook the first variable. You must be constantly aware of your own reactions and feelings. Leaders  with  high  sensitivity  and  flexibility  are  usually emotionally mature. The more leaders have “worked through”  their  own  biases,  prejudices,  fears,  and anxieties,  the  more  personally  aware  they  are.  These personal hang-ups often prevent leaders from being as effective  as  possible.  Personal  awareness  of  how  these hang-ups  affect  your  actions  helps  minimize  their effects  on  your  leadership  decisions. AUTHORITY As  a  manager  you  have  many  responsibilities.  To accomplish  your  mission,  you  must  often  delegate specific  tasks  to  subordinates.  In  addition  to  delegating the task, you must also delegate the authority necessary to carry it out. Always remember that, although you may delegate a task to a subordinate, you retain responsibility for  its  accomplishment.  Managers  have  several  types  of authority. Legal Authority The Unform Code of Military Justice (UCMJ)  sets forth your legal authority. Your orders are backed up by the punitive articles that provide punishment for a subordinate’s insubordinate conduct or failure to obey a lawful order. Some  UCMJ  articles provide you with the power to “quell all quarrels, frays, and disorders” among persons subject to the  Uniform Code.  Others  give  you the  power  to  apprehend  anyone  (subject  to  certain prescribed  conditions)  suspected  of  having  committed an offense against it. Earned Authority Besides legal authority, and at least as important, is that authority you earn for yourself. Earned authority grows  out  of  the  respect  a  leader  commands.  It  stems from  leadership  qualities  that  make  others  obey  even  if no  law  requires  them  to  do  so.  Since  America  was founded on the principles of individual freedom and individuality,  its  leaders  must  be  able  to  inspire cooperation  as  well  as  to  enforce  obedience. Moral Authority This is the authority that makes a person step in and take  over  when  an  emergency  arises  and  action  is required. Good leaders will take action even though the emergency  is  not  technically  their  responsibility.  Moral authority is a matter of individual conscience that cannot 4-2