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Delegation

Entrusting tasks to others together with the corresponding authority and responsibility. One of the most important tools for developing people and protecting the leader from overload.

Jethro's advice

The oldest description of delegation in literature is in the Book of Exodus. Moses judges the people alone, from morning to evening. His father-in-law Jethro tells him that what he is doing is not good - he and the people will wear themselves out - and advises him to choose capable, God-fearing, trustworthy and incorruptible men, appoint them over thousands, hundreds, fifties and tens, and keep only the hardest cases for himself (Exod 18:13-27).

This story contains the whole essence of delegation: protecting the leader from burnout (leader ecology), serving people better, choosing the right people and defining clear responsibility.

What delegation is and is not

Delegation means handing over a task together with the authority to carry it out and responsibility for the result. It is not:

  • “dumping” unpleasant duties without support;
  • handing over a task without decision rights (“do it, but check every decision with me”);
  • abandonment - the leader remains responsible for the whole.

Why leaders do not delegate

“I'll do it faster myself”, “nobody will do it as well”, fear of losing control or position, lack of trust, no time to train others. In the short term this may be true; in the long term it leads to leader overload and no successors.

Levels of delegation

It helps to define how much freedom a person has. An example scale:

  1. Gather information; I will decide.
  2. Propose options; I will choose.
  3. Recommend a decision; I will approve.
  4. Decide and inform me.
  5. Decide on your own - no need to report.

The level is matched to the person's competence and commitment - see situational leadership.

How to delegate well

  • State clearly the purpose and expected result (cf. SMART goals), not just activities.
  • Agree the scope of authority, resources and deadline.
  • Agree checkpoints and how to report.
  • Offer support and availability, but do not take the task back.
  • At the end review the result and recognise the contribution (feedback).

Delegation is also a tool of formation: by entrusting ever greater responsibility, new leaders grow - see the discipleship method, team leadership.

Sources

Exod 18:13-27 G. Yukl, W. L. Gardner, Leadership in Organizations, Pearson 2020 (chapter on empowerment and delegation) W. Oncken Jr., D. L. Wass, Management Time: Who's Got the Monkey?, Harvard Business Review 1974 White Book of Good Leadership Practices, bialaksiega.pl

See also

Tools

SMART goals

An acronym for the features of a well-formulated goal: specific, measurable, achievable, relevant and time-bound. Proposed by George Doran in 1981.

Styles and Models

Situational leadership

Paul Hersey and Ken Blanchard's model: the leader matches the style - directing, coaching, supporting or delegating - to a person's development level on a specific task.

Good Practices

The discipleship method

Forming new leaders in a guide-disciple relationship, through shared action in the community rather than theory alone. A White Book provision modelled on Jesus and the Twelve.

Good Practices

Leader ecology

A leader's care for spiritual, emotional and physical balance, personal boundaries, rest and harmony between family, work and service. A White Book provision that protects against burnout.

Good Practices

Team leadership

A model in which a team, not a single person, shares responsibility for the community. A White Book provision that strengthens stability and protects the leader from isolation and overload.