Delegation

UCU 206: LEADERSHIP DEVELOPMENT
DELEGATION

Distinctions That Make a
Difference
• Responsibility – ownership
• Authority – legitimacy
• Accountability – obligation

What is Delegation?
“Delegation is primarily about entrusting others . This
means that they can act and initiate independently; and
that they assume responsibility with you for certain
tasks.”(Blair 2005) An effective manager is knowledgeable
about the strengths and weaknesses of his colleagues.
Employees are looked upon as members of a team; each
playing a significant role into getting a goal accomplished.

According to www.businessballs.com, delegation can be best
described in the acronym SMARTER
 It should be:
 Specific
 Measurable
 Agreed
 Realistic
 Time bound
 Ethical
 Recorded
What is Delegation? Cont’d

What is Delegation? Cont’d
By Definition Is:
The assignment of meaningful tasks, either operational
or managerial, to others with supervision over time.
By Implication Is Not:
The assignment of simple, unpopular or isolated tasks
at the whim of the manager as an end in itself.

Delegation Defined
Delegation, Therefore, Is:
 A process, not an event
 A method, not an end in itself
 An investment, not a short-term strategy

Why is the ability to effectively delegate
important to a manager?
 Allows time to focus on other initiatives and increased
flexibility.
 It provides an opportunity for the manager to gain trust in the
performance of their employees, and in turn earn respect
from his employees.
 While the manager has the final responsibility for completing
the task, delegating tasks can also allow him to build on his
leadership skills.

 Effective delegation can increase communication between
managers and employees
 Effectively delegating can develop a balanced workload, and
provide time to have a life outside of work
 Delegating can promote a team environment and lead to
increased productivity
important to a manager? Cont’d

 Those who manage people and
tasks cannot manage everything
themselves.
 The worst case scenario is called
“reverse delegation” in which the
manager switches roles with their
direct reports.
 Delegation insures that tasks can
be distributed and delegated to
subject matter experts and
completed quickly.
 We “hire” people for a reason; being
able to delegate appropriate
responsibilities to these individuals
frees the manager to do their own
job.
 Subordinates cannot delegate the
authority which resides only with a
manager.
important to a company?

What CAN be delegated?
Do Delegate:
 Tasks that are non-management tasks.
 Tasks with which you can pass on authority.
 Tasks that boost an employee’s skills and challenges
them.
– This is also called Trivial Pursuit.
 Tasks that are paired with training, or are skill
appropriate.

What CAN’T be delegated?
Don’t Delegate:
 Tasks that an employee does not have the skills to complete.
– This is also called Punishment.
 Tasks that are busy work.
– This is also called Dumping.
 Tasks which you are constantly detailing out instructions for.
– This is also called Puppetering.
 Tasks should not be constantly delegated to the same
individual,
 Tasks that involve personnel issues.

Delegation vs. Dumping
Dumping
 Handing off work that the
supervisor does not feel
like doing.
 Passing responsibility and
accountability.
Delegation
 Examine the tasks.
 Coordinate the tasks.
 Assign the tasks.
 Support and provide
feedback.
 Reward completion

Delegation and Ethical Issues
Ethical Issue Suggested Solution
1. Fair selection process Tie delegated tasks to Performance
Appraisal.
Monitor number and type.
2. Scope of responsibility Clarify limits of authority.
3. Accountability Establish check points.
Check for law or policy violations.
4. Feedback & support Set up regular feedback.
5. Failure Establish ramifications for failure.
6. Recognition Distribute recognition fairly.

Why Managers Have Difficulty Delegating
Effectively
 Modern/Freudian Personality
Paradigm
– Cognitive Dimension
 Match Task Requirements to Resources
 Observational & Rational Process
 Environmental Externality
– Affective Dimension
 Passion to Motivate, Encourage & Inspire
Team Members
 Predisposition for Communication
 Internally Based
– Intuitive Dimension
 Mediates the Cognitive with Affective
 Big Picture View, Weaving Leader’s Interest
with that of the Team
 Ethically Based
Intuitive/Superego
Affective/Id
Cognitive/Ego

 Cognitive Factors
– Assess Member Skills
& Training
– Evaluate Channels of
Communication
– Task Complexity
– Span of Control
Why Managers Have Difficulty
Delegating Effectively
 Affective Factors
– Excess Urgency
– Time Constraints &
Limitations
– Leader’s Experience
and Knowledge
– Relinquishing some
Power & Control

Reasons for Not Delegating –
Summarized
 No time to instruct others
 Can do it quicker and better
 Might lose credit or
recognition
 High personal interest in task
 Fear loss of control and
power
 Belief that only you can do
the job right.
 Lack of confidence and trust
in subordinates.
 Low self-confidence.
 Fear of being called lazy.
 Low self-confidence.
 Fear of being called lazy.
 Vague job definition.
 Fear of competition from
subordinates.
 Reluctance to take risks that
depend on others.
 Lack of early warning
controls.
 Poor example of bosses who
do not delegate.

Symptoms of Poor Delegation
 Staff turnover/low morale
Extended hours/burnout
Crisis management/missed deadlines
Continued interruptions/constant approvals
Redoing initial work/wasted time
External promotions/inadequate internal talent

Guidelines for Effective Delegation
 Clarify the objectives and the performance
standards
 Shift authority commensurate with the
responsibilities
 Provide necessary support systems
 Establish reasonable checkpoints and deadlines
 Review results, not methods

Why Is Effective Communication a Direct
Link to Successful Delegation?
 Effective communication means delegates are able to understand and carry out
a given task.
 Direct link to successful delegation implies that good communication equals
success.
 Two individuals must establish and maintain bi-directional communication - the
manager and the delegate - in order that the link between communication and
delegation is achieved.
 The open line of communication will create a sense of confidence enabling the
delegate to carry out the task(s).
 Delegates who communicate effectively with one another will create group
cohesion and open doors to cooperation.

Delegation

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