Firm Up On Leadership Skills To Perfect On Organizational Delegation Process

By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer

The discussion this week is on a seemingly simplistic matter that is nonetheless a major challenge in organizational management. Different organizations have varying experiences, depending on the level of entrenchment of leadership skills. Based on experiences gained from business leadership training programs, delegation, a process of assigning roles and authority has consistently featured as a sensitive and contentious area of management. It affects both organizational performance and relationships as well.

Actually, it makes sense not to casually treat delegation at work as the simple matter that many have always assumed it to be. Training on the delegation process reveals worrying emotional responses, especially on people’s frustrations. Those delegating sometimes present hallucinating experiences. The delegated work is kept pending probably up-to a few minutes towards the respective deadlines. Other times, the work is done poorly or is completely ignored, leading to situations when the delegating authority retrieves the work and does it personally.

Conversely, those to whom work is delegated present their grievances too, even if in different sittings. In some cases, challenged attitudes among other concerns are cited. The revelations present real worrying situations for some organizations. Indeed, some of them present good breeding grounds for organizational conflicts, which eventually lead to inhibitions in teamwork, communication and other performance driving attributes. Why does all this happen?

Critical analysis on this scenario has brought out some interesting conclusions, which may not be exhausted in this space. But, one key challenge comes out very clearly. Apparently, delegation is a leadership driven process as advocated by Stephen R. Covey. It is through delegation that the practice of leadership can be implemented.

Leaders do not necessary have to personally execute tasks. They influence others to carry out the execution process. Interestingly, the converse is equally true – that leadership is a delegation driven process. So, that presents organizational-wide dilemmas, especially where leadership skills are not fully entrenched. Why?

According to John Maxwell, those in leadership by virtual of positions else known as legitimate authority, may not quite be leading. By implication, they could be coercing, manipulating, or threatening people into following. Can that entrench leadership influence as would normally be expected?

The answer is absolutely no. People in such leadership situations may use their positions to either reward or punish their followers. So, the followers may only execute the desired tasks when  expecting to be rewarded. Alternatively, fear of reprimands and other undesirable consequences could be the guiding light. Can that lead to effective delegation that is likely to enhance efficiency?

Maybe yes or no, though it all depends on the situation. It could work in the military for example, where command and control styles still prevail. Elsewhere, delegation, can never work effectively in organizations, especially if the process is fear driven. Likewise, manipulative or coercion driven leadership may also not bring desired results of optimizing organizational efficiency.

Thus, those practicing delegation and/or leadership may need to perfect on leadership traits and character. Consequently, they are likely to improve their delegation skills as well. That leads to increased chances of positively influencing organizational direction and therefore performance. Does that help organizations to assume the road towards unleashing their desired performance potential?

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