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Delegation is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.


However the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organisational level to a lower one.


Delegation, if properly done, is not abdication.




Why don’t we delegate?


“There’s no-one else can do the job but me.”


“The only other person who could do it is not here.”

(or “too busy” – or “doing something else”.)


“It won’t be done to the same standard.”


“It’s easier to do the job yourself.”


“I’d have to inspect it afterwards so I might as well do it in the first place”


“It needs doing immediately – and delegating takes too much time.”




One of the biggest “time-wasters” is inability to delegate effectively.


A manager’s role is to manage – not necessarily to do.


You are responsible for ensuring that tasks are carried out – but that does not mean you have to do them yourself.


It is your role to allocate each task to the most appropriate person.


You may also consider using tasks as “development opportunities” for less experienced staff.  (You might then take on the role of “coach” – or delegate that responsibility.)



Why we should delegate.


It frees up time for you to do other things.


It allows time for you to undertake longer-term planning.


It provides development opportunities for team members.


Increased responsibility increases team motivation.


It helps create a sense of team responsibility.




Click here for

9 steps to successful delegation