Delegation
One of the core concepts of management leadership / From Wikipedia, the free encyclopedia
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Delegation is the process of distributing and entrusting work to another person.[1] In management or leadership within an organisation, it involves a manager aiming to efficiently distribute work, decision-making and responsibility to subordinate workers in an organization. Delegation may result in creation of an accountable chain of authority where authority and responsibility moves down in an organisational structure.[2] Inefficient delegation may lead to micromanagement.
There are a number of reasons someone may decide to delegate. These include:
- to free themselves up to do other tasks in the pace of their own
- to have the most qualified person making the decisions
- to seek another qualified person's perspective on an issue
- to develop someone else's ability to handle the additional assignments judiciously and successfully[3]
Delegation is widely accepted as an essential element of effective management.[4] The ability to delegate is sometimes seen as a critical skill in managing effectively.[5] There are a number of factors that facilitate effective delegation by managers, including "Recognising and respecting others' capabilities; evaluating tasks and communicating how they fit in the big picture; matching people and assignments; providing support and encouragement; tolerating ambiguity and uncertainty; interpreting failure as a key to learning".[5] With organisations being such complex and dynamic entities, the success of objectives relies heavily on how effectively tasks and responsibilities can be delegated.[6]
Compare the Harzburg Model [de] (German: Harzburger Modell) (developed by Reinhard Höhn [de] at the Akademie für Führungskräfte der Wirtschaft Bad Harzburg [de] in the 1950s), which proposed "leadership through delegation" (German: Führung durch Delegation).[7][8]