❑ Delegate according to the unique circumstances of each situation. Different people and
teams need a different level of delegation. [☛9.2 Situational Leadership]
❑ Think of delegation strategically—as part of your own growth and development, and
as part of the growth and development of others. [☛13.10 Careers]
❑ Delegate the whole job whenever possible. Delegation is tied to work design. [☛4.7 Job
Satisfaction]WEB WORKSHEET
Use the workspace provided here to plan delegating work within your workgroup or team.
Note which tasks and to whom you could delegate, using each of the four levels or strategies
of delegation.
RELATED LEADERSHIP TOOLS
4.4 Employee Involvement 9.1 Leadership Versatility 13.1 Coaching
4.7 Job Satisfaction 9.2 Situational Leadership 13.3 Accountability
FOR FURTHER ASSISTANCE
Hersey, Paul, and Ken Blanchard. Management of Organizational Behavior: Utilizing Human Resources. Prentice Hall,
1996.
Jaques, Elliot. Requisite Organization: The CEO’s Guide to Creative Structure and Leadership.
Vroom, Victor, and Philip Yetton. Leadership and Decision Making.University of Pittsburgh Press, 1973.
SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS 273
Delegator as COACH Delegator as PARTNERDelegator as DEVELOPER Delegator as COLLEAGUECopyright McGraw-Hill 2000. Original purchasers of this book are permitted to photocopy or customize this worksheet by downloading it from
http://www.books.mcgraw-hill.com/training/download.The document can then be opened, edited, and printed using Microsoft Word or other word processing
software.