Delegation of authority is a management practice that involves transferring decision-making power and responsibility from one individual or position to another within an organisation. It is an essential aspect of effective organisational management and involves granting subordinates the authority to make decisions, take actions, and carry out tasks within specified limits.
Delegation and productivity
Delegation is a powerful tool for improving productivity in an organisation when used effectively. It involves assigning tasks and responsibilities to others within the organisation. Delegation can be used to enhance productivity in many ways. Here are some of them.
Focus on core responsibilities: Delegating routine or lower-priority tasks allows leaders and managers to focus on strategic initiatives and high-impact activities that require their expertise. This can lead to better decision-making and overall productivity.
Specialisation: Delegating tasks to individuals with specific skills or expertise can lead to more efficient and effective outcomes. Specialists often perform tasks more proficiently, reducing the time and resources required to complete them.
Employee development: Delegation can be a tool for employee growth and development. It provides opportunities for employees to learn new skills, gain experience, and take on more significant responsibilities. As employees become more skilled and experienced, they can contribute more to the organisation’s productivity.
Time management: Delegation helps distribute workloads evenly and ensures that tasks are completed in a timely manner. Managers can avoid burnout, reduce stress, and allocate their time more efficiently.
Empowerment and motivation: When employees are entrusted with responsibilities, they often feel a sense of ownership and pride in their work. This can lead to increased motivation and higher productivity as employees are more invested in the outcomes.
Risk management: Sharing responsibilities can also help manage risks. When tasks are delegated, multiple individuals are involved in decision-making and execution, reducing the chances of errors and mitigating the impact of any potential mistakes.
Scalability: Delegation is essential for organisations looking to scale or handle increased workloads. By distributing tasks among a team or department, organisations can handle more work without significantly increasing staffing levels.
To effectively use delegation for productivity improvement, consider the following best practices:
Clear communication: Clearly communicate expectations, responsibilities and deadlines to the individuals you delegate tasks to. Make sure they understand the importance of their role in achieving organisational goals.
Empowerment: Give individuals the authority and autonomy to make decisions within their delegated tasks. Micromanagement can be counterproductive and demotivating.
Provide resources: Ensure that those you delegate tasks to have the necessary resources, tools and training to complete their assignments effectively.
Monitor progress: Maintain open lines of communication and regularly check in on the progress of delegated tasks. Offer support and guidance when needed.
Feedback and recognition: Provide constructive feedback on performance and acknowledge achievements. Recognising and rewarding success can motivate individuals to continue working productively.
Re-evaluate and adjust: Periodically review your delegation strategy and adjust it as needed. Some tasks may need to be reassigned based on changing priorities or team dynamics.
Why some managers may be hesitant to delegate
While delegation has numerous benefits for both managers and organisations, some managers may be hesitant to delegate tasks to their subordinates for various reasons:
Lack of trust: Some managers may have difficulty trusting their subordinates to perform tasks up to their standards. They fear that delegation might result in errors, delays or subpar work, which could reflect poorly on them.
Control issues: Certain managers have a strong desire for control over every aspect of their work or department. They may believe that they are the only ones who can get the job done correctly and resist giving up control by delegating.
Fear of losing importance: Managers who delegate extensively may worry that they will become less relevant or needed within the organisation. They might feel that if others can handle their tasks competently, their value may diminish and, thus, will not delegate at all.
Insecurity: Insecurity about one’s own abilities or position within the organisation can lead to reluctance to delegate. Some managers may believe that their subordinates could outshine them if given the opportunity.
Perfectionism: Perfectionist managers may have exceptionally high standards for their work and fear that others will not meet those standards. This perfectionism can make them reluctant to delegate because they believe only they can achieve the desired level of quality.
Time constraints: Ironically, some managers are so overwhelmed with their own tasks that they feel they don’t have time to delegate. They might believe that explaining tasks to others will take more time than simply doing them themselves.
Lack of delegation skills: Delegation is a skill that not all managers possess naturally. Some may not have received proper training on how to delegate effectively or may not be aware of delegation best practices.
Past negative experiences: Managers who have had negative experiences with delegation in the past, such as tasks not being completed as expected or subordinates making significant mistakes, may be hesitant to delegate again.
Personal responsibility: Some managers have a strong sense of personal responsibility for the success or failure of their department or team. They may feel that they should handle all tasks themselves to ensure things go smoothly.
Why subordinates refuse delegated authority
Subordinates may sometimes be unwilling to accept delegation of authority for various reasons, even though delegation can offer them opportunities for growth and development. Here are some common reasons why subordinates might resist delegation:
Lack of confidence: Subordinates may doubt their ability to handle the delegated tasks or responsibilities. They might fear making mistakes or failing to meet expectations.
Overwhelm: If subordinates already have a heavy workload or are dealing with tight deadlines, they may feel overwhelmed by additional responsibilities. They might worry that taking on more tasks will negatively impact their work-life balance or stress levels.
Inadequate resources: Subordinates may not have the necessary resources, tools or support to effectively carry out delegated tasks. This can lead to frustration and reluctance to accept more responsibilities.
Lack of clarity: If the manager does not clearly communicate the expectations, goals or desired outcomes of the delegated tasks, subordinates may be unsure about how to proceed or what success looks like.
Fear of blame: Subordinates might be concerned that if they accept delegated authority and something goes wrong, they will be held responsible or face consequences. This fear of blame can deter them from taking on additional responsibilities.
Perceived overload: Some subordinates may already feel overloaded with their current responsibilities and believe that they cannot handle more tasks without sacrificing quality or performance.
Career aspirations: Subordinates with strong career aspirations may fear that taking on too many delegated tasks will detract from their ability to work on projects that align with their long-term career goals.
Lack of recognition: If subordinates feel that they are not adequately recognised or rewarded for their efforts, they may be less motivated to accept additional responsibilities through delegation.
Micromanagement concerns: If they have experienced micromanagement in the past, subordinates might be hesitant to accept delegated tasks, fearing that their manager will closely monitor and interfere with their work.
Communication issues: Poor communication or a lack of trust between managers and subordinates can lead to reluctance to accept delegated authority. If there is a history of misunderstandings or miscommunication, subordinates may be hesitant to take on more responsibilities.
To address these challenges and encourage subordinates to accept delegation of authority, managers should:
Build trust: Establish trust through open communication, providing support, and showing confidence in subordinates’ abilities.
Provide clear guidance: Clearly outline expectations, goals and desired outcomes for delegated tasks. Ensure subordinates have the information and resources they need to succeed.
Offer training and development: Provide training and opportunities for skill development to boost subordinates’ confidence in their abilities.
Recognise and reward: Acknowledge and reward subordinates for their efforts and achievements, creating a positive incentive for accepting delegated responsibilities.
Balance workloads: Ensure that subordinates have a manageable workload by considering their existing tasks and commitments before delegating additional responsibilities.
Create a positive delegation culture: Foster a culture that values and encourages delegation as a means of growth and development for both managers and subordinates.
How to encourage both leaders (managers) and subordinates to embrace delegation
Encouraging both leaders (managers) and subordinates to embrace delegation as a tool for increased productivity involves creating a culture of trust, open communication and mutual respect within the organisation. Here are strategies to promote delegation at all levels:
For leaders (managers)
Lead by example: Demonstrate effective delegation by consistently assigning tasks to subordinates and entrusting them with responsibilities. Showcase the benefits of delegation through your actions.
Clearly communicate expectations: When delegating, provide clear instructions, objectives and expectations to subordinates. Make sure they understand the importance of their role in achieving team and organisational goals.
Empower and develop subordinates: Encourage subordinates to take ownership of their work and offer opportunities for growth and development. Highlight how delegation can be a pathway to career advancement within the organisation.
Build trust: Trust is crucial for successful delegation. Trust your team’s abilities and show that you have confidence in their skills. Recognise and celebrate their achievements.
Provide support: Offer guidance, resources and mentoring to help subordinates succeed in their delegated tasks. Be available for questions or assistance when needed.
Delegate gradually: Start with smaller, less critical tasks and gradually increase the complexity and importance of delegated responsibilities as subordinates gain confidence and competence.
Acknowledge efforts: Recognise and reward subordinates for their contributions and successful completion of delegated tasks. This reinforces the value of delegation and motivates others to take on additional responsibilities.
Offer training: Provide training on delegation skills for both leaders and subordinates. Equip them with the knowledge and tools needed to delegate effectively and to accept delegated tasks.
For subordinates
Express willingness: Show your interest in taking on more responsibilities and actively express your willingness to help the team and organisation succeed through delegation.
Build competence: Continuously work on developing your skills and knowledge to become a valuable asset to the team. The more capable you are, the more likely you’ll be entrusted with important tasks.
Ask for opportunities: Don’t wait for tasks to be delegated to you; proactively ask your manager for opportunities to take on additional responsibilities or specific projects that interest you.
Seek clarification: When assigned a delegated task, seek clarification if you have any doubts or need more information. Clear communication with your manager is essential for successful delegation.
Manage your workload: Be mindful of your existing workload and priorities. If you feel overwhelmed, communicate with your manager to ensure a balanced workload.
Show initiative: Take the initiative to suggest improvements or innovations in your delegated tasks. This demonstrates your commitment to the organisation’s success.
Learn from feedback: Accept feedback graciously and use it as an opportunity for growth. Show that you are receptive to constructive criticism and willing to improve.
Support teammates: Collaborate with your colleagues and offer assistance when they need it. Building a culture of mutual support can encourage others to delegate to you.
For the organisation
Promote delegation in training: Include delegation skills in leadership development and employee training programmes to ensure that both leaders and subordinates are equipped with the necessary skills.
Create a positive delegation culture: Foster a culture that values delegation as a means of empowerment, growth and increased productivity. Recognise and reward successful delegation efforts.
Encourage open communication: Establish open lines of communication throughout the organisation. Encourage employees to discuss workload, priorities and opportunities for delegation with their managers.
Measure and celebrate success: Track and celebrate instances of successful delegation and the positive impact it has on productivity, team dynamics, and the achievement of organisational goals.
Conclusion
In conclusion, delegation, when utilised strategically and effectively, can significantly enhance productivity within an organisation by freeing up leaders’ time, fostering employee development and motivation, and optimising task distribution.
Managers, in turn, can initiate the process by gradually delegating smaller, less critical tasks to build trust and confidence in their subordinates’ abilities. Effective delegation can ultimately result in improved productivity, team development, and a healthier work-life balance for managers.
Additionally, managers can create an environment that encourages subordinates to accept delegated authority and contribute to the organisation’s success. This can involve clear communication, ongoing support, and recognition of achievements.
Finally, organisations should strive to create an environment where both leaders and subordinates alike recognise the value of delegation as a tool for increased productivity and motivate them to embrace it as a standard practice in achieving the organisation’s goals.
The author is the Director of Studies and Training, National Banking College
Email: [email protected] or [email protected]
0246188613
