Delegation

1. Delegation APAMSA Leadership Development Module

2. Delegation Task-Oriented Behaviors • 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)

3. Task-Oriented Behaviors Leadership Challenge (12) • 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

4. Delegation Guidelines For Delegation • What to delegate • How to delegate • How to manage delegation Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)

5. Correcting Deficiencies Gather Information • 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

6. Correcting Deficiencies What To Delegate • 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

7. Correcting Deficiencies What To Delegate • 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

8. Correcting Deficiencies What To Delegate • 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)

9. Delegation How To Delegate • 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)

10. Delegation How To Delegate • 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)

11. Delegation How To Manage 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)

12. Delegation How To Manage 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)

13. Delegation How To Manage 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 Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 103-107)

14. Task-Oriented Behaviors Summary • 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

15. Leadership Development Next Topic… • Monitoring Activities • Our next module discusses guidelines for monitoring work activities and progress

16. Task-Oriented Behaviors Sources • G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 103-107 • Free Management Library • www.managementhelp.org/ldrship/ldrship.htm