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