Encyclopedia of Leadership

9.3

LEADERSHIPSTRATEGIES FORDELEGATINGWORK

Inspired by Elliott Jaques, Paul Hersey, Ken Blanchard, Victor Vroom, Philip Yetton, and Wilf Hiebert.

As the complexity of work increases in modern organizations, effective delegation has become

an essential leadership skill. Traditional delegation processes were of the one-size-fits-all vari-

ety. This tool combines the work of a number of experts to produce a situational model. It will

help you delegate tasks and assign a portion of your accountability to others in a variety of

organizational situations.

A SITUATIONAL MODEL OF DELEGATION

In this model, task complexityrefers to the number, clarity, and rate of change of variables at

play in a given situation; riskrefers to the liability the organization faces if work is not com-

pleted to an acceptable standard; and maturityrefers to the capability and commitment of the

individual or team. Combining task complexity, risk, and the level of maturity of the individ-

ual or team, four delegation roles result—Developer, Coach, Partner, and Colleague.

THE DELEGATION PROCESS

SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS 271

High

Task

Complexity

Delegator as

COACH

• Work as a coach.
  [☛ 13.1 Coaching]


• Develop follower maturity.


• Push the boundaries for
  growth.

Delegator as

PARTNER

• Ensure goal congruence.


• Ensure clarity of expectations.


• Stay involved as negotiated.

and/or Risk

Low

Delegator as

DEVELOPER

• Simplify the task.


• Teach the task.
  [☛ 14.5 On-job Training]


• Push boundaries for growth.

Delegator as

COLLEAGUE

• Ensure goal congruence.


• Delegate whole task.


• Define minimum constraints
  then trust and let go of need
  to manage.
  Low Individual or Team Maturity High

Step ❶

Predelegation

thinking

❑ Clearly define the task in terms of the purpose of the task, the results you want, the key con-

straints, and your rationale for delegating.

❑ Determine the complexity of the task and assess the risk involved.

❑ Determine the maturity of the person or team you are expecting to delegate to.

❑ Use the delegating matrix to determine your need for involvement.

Step ❷

Delegation

conversation

❑ Establish rapport and give rationale for delegating.

❑ Explain task parameters: why—the purpose; what—the goal; and how—the constraints or

boundaries you are putting around this delegated task.

❑ Ask for and deal with any feelings, concerns, and suggestions.

❑ Ensure goal congruence and agreement on quality standards. (You and the delegatee need to

have a common definition of success.)

➟