Delegation - the risks and rewards

Kerry Hodgkiss
Apr 23, 2017
2 min read

Over Delegation

When tasks are delegated which fall within the area of ‘leadership tasks’, this is known as over delegation. Normally this would be considered to be an unacceptable practice, although there are certain circumstances under which delegation of these tasks would be acceptable.

Unacceptable reasons would include that the leader;

Dislikes the task
Is too lazy to do the task
Delegates to prove authority
Thinks everything should be delegated
Is unable to do the task

Some acceptable reasons would be:

Training/coaching: where the task is one normally done by the leader, but is delegated as part of a training/coaching session.
Succession planning: where an individual has been identified for potential promotion, or to deputise in the absence of the leader, certain tasks may be delegated which would normally be done by the leader.

Under Delegation

When tasks that fall within the ‘area of delegation’ are not delegated, this is known as under delegation. Again, in certain circumstances this may be acceptable.

Unacceptable reasons would include that the leader:

Does too much in order to cover for a lazy team
Is unwilling to tell others what to do
Is unsure how a task is done, so covers up by not allowing others to become involved
Is insecure, and sees others as a threat to his position

Some acceptable reasons would be:

High workload: where a particular heavy schedule puts pressure on the team, and the leader helps out
Keeping in touch: where a leader involves themselves in tasks normally undertaken by others, in order to keep in touch with the team’s activities

EFFECTS OF OVER/UNDER DELEGATION

The effects on the leader who delegates too much/too little are:

Too much:

Causes resentment

Loses respect

Loses touch, and maybe loses control

Too little:

Is overworked

Has no time for planning

Makes no provision for work being done in their absence

Is despised by the team

Is taken advantage of by the team