delegation apamsa leadership development module. delegation selection of tasks to delegate depend...
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DELEGATIONAPAMSA Leadership Development Module
Delegation
Selection of tasks to delegate depend on the purpose for the reassignment of responsibility
Success of delegation depends as much on how it is carried out as on what is delegated
Task-Oriented Behaviors
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)
Task-Oriented Behaviors
Delegation
Take an active approach to ensure success of delegation
identify one major task or responsibility that is best delegated to another team member and briefly describe an example why this is the case
Leadership Challenge (12)
Delegation
What to delegate How to delegate How to manage delegation
Guidelines For Delegation
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)
Correcting Deficiencies
Delegate tasks that can be done better by another team member
Delegate tasks that are urgent but not of high priority
Members are more likely to take initiative if delegated tasks are relevant to their interests
Gather Information
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies
Delegate tasks of appropriate difficulty
Should be challenging enough that mistakes occur
Should not be overwhelming that they undermine people’s self confidence or ruin their reputation
What To Delegate
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies
Delegate both pleasant and unpleasant tasks
Keeping pleasant jobs for yourself causes resentment
Keeping unpleasant jobs for yourself limits team development
Unpleasant tasks should be shared equally or rotated among team members
What To Delegate
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies
Do not delegate tasks central to the leader’s role:
Setting goals and priorities
Allocating resources among activities
Evaluating performance of team members
Recognizing behaviors and achievements
Directing decisive responses to a crisis
What To Delegate
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Delegation
Specify clear responsibilities
Define responsibilities relative to team goals and priorities
Provide adequate authority and resources
Authority includes ability to make decisions without prior approval
Provide adequate resources to complete the task successfully
How To Delegate
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)
Delegation
Reporting requirements
Specify what information needs to be reported and how often
More frequent monitoring is important for inexperienced members and high cost, high exposure projects
Ensure acceptance of responsibilities
Team members must accept responsibility for carrying out assignments
Express confidence in those who lack self-confidence to perform a job
How To Delegate
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)
Delegation
Keep people informed
Inform people affected by the reassignment of responsibility
Unless informed, people may doubt a team member’s assigned authority
Monitor progress
Assess progress indicators and provide feedback
Provide minimal supervision and interference, but be available to provide advice or assistance
How To Manage Delegation
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)
Delegation
Provide technical and general information for team members to perform the delegated task effectively
Provide support and assistance
Show confidence in those who lack self-confidence
Avoid reasserting control over a task previously delegated, instead provide advice or coaching
Help people solve problems by requesting their recommended solution and discussing it
How To Manage Delegation
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)
Delegation
Make mistakes a learning experience
Mistakes are inevitable but perfect opportunities for learning
Discuss causes for the mistake and ways to avoid making the same mistake again
Offer more coaching and instruction if specific challenges are identified
How To Manage Delegation
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)
Task-Oriented Behaviors
Delegation
Knowing what and how to delegate is critical
Guidelines for Delegation provide key tools to effectively delegate tasks to other team members
Apply these guidelines to share the challenges of and responsibilities for accomplishing team goals
Summary
Leadership Development
Monitoring Activities
Our next module discusses guidelines for monitoring work activities and progress
Next Topic…
Task-Oriented Behaviors
G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 103-107
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