Leadership

1. LEADERSHIP AND MANAGEMENT.
DELEGATION.
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2. OBJECTIVES
1. Define the following terms: Delegation,
Responsibility, Accountability and Authority.
2. State the reasons for delegation.
3. Explain the steps for effective delegation.
4. Outline advantages and disadvantages for
delegation.
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3. OBJECTIVES CONT...
5. Identify the mistakes that might occur in
delegation
6. Recognize the constraints to effective delegation
7. Mention the rules of delegation
8. Explain the obstacles for delegation
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4. INTRODUCTION
 Delegation is an essential element of the directing
phase of the management process because much
of the work accomplished by the managers occurs
not only through their own efforts but also
through that of their subordinates.
 Delegation is necessary when a managers
workload become excessive or confronted by
technical problem of specialist nature.
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5. INTRODUCTION CONT...

Delegation is a valuable means for training
subordinates for higher level duties , since work
increasing difficult can be delegated, so
improving gradually until can work
independently.

For the manager, delegation is not an option but
a necessity.
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6. DEFINITIONS
Delegation: Defined as getting work done
through others.
OR
Delegation: Is the process by which
responsibility and authority for
performing a task ( function,
activity, or decision) is transferred
to another individual who accepts
that authority and responsibility
(NCSBN 1995)
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7. DEFINITIONS CONT...
Delegation : Is the transfer of responsibility
for the performance of a task
from one person to a
competent other.
Delegator : The person making the
delegation
Delegatee/ delegate: The person receiving the
delegation
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8. DEFINITIONS CONT...
Supervision The provision of guidance or
direction, evaluation, and follow-up
by the licensed nurse for
accomplishment of nursing task or
activity delegated to unlicensed
assistive personnel, with initial
direction and periodic inspection of
the actual accomplishment of the task
or activity.
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9. DEFINITIONS CONT...
Responsibility: Is a duty or an assignment OR
an obligation to accomplish a
task.
Accountability : Involves both a contractual
agreement of responsibility and
a moral duty.
Authority : Is the right/ power to act.
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10. REASONS FOR DELEGATION
 Managers must delegate routine work or tasks so
that they are free to handle complicated issue that
needed higher authority.
 Delegate is important if there is some one who is
more expert to handle task.
 For learning opportunity or ‘’ stretching’’.
subordinates.
 To promotes teamwork.
 To improve productivity.
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11. THE DELEGATION PROCESS CONT….
THE DELEGATION PROCESS HAS FIVE STEPS.
1. Define the task: Plan ahead when identifying tasks
to be accomplished. Delegate only an aspect of
your own work for which you have responsibility
and authority. These include:
 Routine tasks
 Tasks for which you do not have time.
 Tasks that have moved down in priority.
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12. THE DELEGATION PROCESS CONT...
2. Decide on delegate: Match the task to the
individual. Analyze individual’s skill level and
abilities to evaluate their capability necessary to
complete the job.
Also determine characteristics that might
prevent them from accepting responsibilities for
the task, such as initiative, intelligence, and
enthusiasm, delegate to the lowest, and see the
availability of the delegate.
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13. THE DELEGATION PROCESS CONT...
3. Determine the task: Clear define your
expectations for the delegate by clearly
communicate exactly what is to be done including
the purpose for doing so.
Key behavior in delegating tasks are:
a. Describe the task using ‘’I’’ statements, such as ‘ I
would like…. And appropriate nonverbal
behaviors-face-to-face, positioning
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14. THE DELEGATION PROCESS CONT...
and eye contact. The delegate needs to know what
is expected, when the task should be completed,
and where, and how, if that is appropriate.
b. Describe the importance to the organization, you,
the patient, and the delegate. Provide the delegate
with an incentive for accepting both the
responsibility and the authority to do the task.
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15. THE DELEGATION PROCESS CONT...
c. Clear describe the expected outcome and the
timeline for completion. Establish how closely the
assignment will be supervised.
d. Identify any constraints for completing the task.
e. Validate understanding of the task and your
expectations by eliciting questions and providing
feedback.
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16. THE DELEGATION PROCESS CONT...
4. Reach agreement: Once you have outlined your ,
expectations you must be sure that the delegate
agrees to accept responsibility and authority for
the task.
you need to prepare to equip the delegate to
complete the task successful, by providing
additional information or resources as needed to
empower the delegate.
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17. THE DELEGATION PROCESS CONT...
5. Monitor performance and provide feedback.
Monitoring performance provides a of your
interest in the mechanism for feedback and
control that ensures that the delegate tasks are
carried out as agreed. Remain accessible. Support
builds confidence and reassures the delegate.
Monitoring the delegate too closely however,
conveys distrust. Also, be sure to give the praise
and recognition due, and don't be afraid to do so
publicly.
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18. ADVANTAGES OF DELEGATION TO
DELEGATE
1. The delegate gain new skills and abilities that can
facilitate upward mobility.
2. Delegation can bring trust and support, and there
build self-esteem and confidence.
3. Job satisfaction and motivation are enhanced as
individual feel stimulated by new challenges.
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19. ADVANTAGES OF DELEGATION TO
DELEGATE CONT...
4. Morale improves; a sense of pride and belonging
develops as well as greater awareness of
responsibility.
5. Delegate enjoy to make decision according to
circumstance.
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20. ADVANTAGES OF DELEGATION TO THE
MANAGER
1. The manager may be able to delegate some tasks
to staff members and devote more time to
management tasks that cannot be delegated.
2. With more time available , the manager can
develop new skills and abilities, facilitating the
opportunity for career development.
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21. ADVANTAGES OF DELEGATION TO THE
ORGANIZATION
1. The organization benefits by achieving its goal
more efficiently.
2. Overtime and absences decrease.
3. Subsequently, productivity increases, and the
organization’s financial position may improve.
4. As delegation increases efficiency, the quality of
care improves. As the quality improves, patient
satisfaction increases.
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22. ADVANTAGES OF DLEGATION TO THE
ORGANIZATION CONT...
5. It create good interpersonal relationship in
the organization.
6. Leads to better performance of the organization.
7. Ensure that there are some people in the
organization who are capable to act on the
manager's absence.
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23. DISADVANTAGES OF DELEGATION
1. If the manager is wrong in selecting the delegate,
the work may not be done or it may be done less
well.
2. The leader may tend to pass all of his/her work to
his subordinate and stay idle without some work
to do.
3. Performance may drop in a short time.
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24. DISADVANTAGES OF
DELEGATION CONT…
4. A leader may delegate decisions to persons with
insufficient experience.
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25. MISTAKES IN DELEGATION
1. UNDERDELEGATION
2. OVERDELEGATION
3. IMPROPERLY DELEGATING
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26. MISTAKES IN DELEGATION CONT...
1. UNDERDELEGATION.
Underdelegation It is a lack of trust in the
subordinate due to the following reasons:
 The delegator fails to transfer full authority to the
delegate.
 The delegator fails to equip and direct the
delegate
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27. MISTAKES IN DELEGATION CONT...
 The delegator believes that he/she can do it
perfect
 The delegator believes that he /she can do it
faster
 The manager believes that she/he needs the
experience.
 Refusal to allow mistakes.
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28. MISTAKES IN DELEGATION CONT...
2. Overdelegation: Overdelegation occurs when the
delegator loses control over a situation by
providing the delegate with too much authority or
too much responsibility.
The reasons for over delegations:
Managers who are poor managers of time.
Others over delegate because they feel insecure in
their ability to perform a task.
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29. MISTAKES IN DELEGATION CONT...
3. Improperly delegating.
This include:-
 Delegating at the wrong time
 Delegating to the wrong persons
 Delegating for wrong reason
 Delegating the task and responsibility that are
beyond capability
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30. CONSTRAINTS TO EFFECTIVE DELEGATION
1. OBJECTIVE CONSTRAINTS
 When the task can not be broken down into
separate units to be carried out easily
 Confidential nature of task .
 Legal impediments.
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31. CONSTRAINTS TO EFFECTIVE DELEGATION
CONT...
2. SUBJECTIVES CONSTRAINTS
FOR THE LEADER /DELEGATOR
Lack of confidence in the delegate
Feeling of insecurity that the subordinate might
jeopardize [ endanger] his / her position
Prestige and power consciousness
 Lack of skills in communication
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32. CONSTRAINTS TO EFFECTIVE DELEGATION
CONT...
FOR THE SUBORDINATE/DELEGATE
Lack of skills required to carry out the task
[training is need ]
Lack of willingness to accept responsibilities
[motivation is needed ]
 Lack of initiation
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33. EVALUATE THE WORK PERFORMANCE BY:
Obtaining oral and written reports
Have a follow up schedule
If there is any problem discuss with the
person whom you delegate the authority .
Give proper recognition and credit for the job
done well
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34. THE RULES FOR DELEGATION
 Be clear about what you want to delegate.
 Select the right person and make sure he/ she
can do the work.
 Explain to others that you have delegated which
work and to whom.
 Do not interfere unless asked to help .
 Give support as needed and follow the progress
of work.
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35. OBSTACLES OF DELEGATION
 Lack of competence of the delegate.
 Lack of willingness to accept responsibilities.
 Over- worked .
 Poor communication
 Fear of outcome
 Lack of self confidence
 Inadequate information and resources
All these obstacles can be removed by effective
communication between the delegator and the
delegate.
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36. FOR EFFECTIVE DELEGATION CONSIDER
THE FOLLOWING:
 Be willing to delegate.
 Make subordinate willing to accept the authority
and responsibility.
 Have confidence in your subordinate ability.
 Make sure the authority is commensurate
(matches) with responsibility
 Make sure the subordinates understands the
objectives and the responsibilities
 State your expectations.
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37. REFERENCES
1. Beissel L. Marquis and Card J. Huston (2000)
Leadership roles and management function in
Nursing 3rd
edition.
2. Diane L. Huber (2006) Leadership and nursing care
Management 3rd
edition
3. Eleanor J. Sullivan and Phillip J .Decker (2009)
Effective Leadership and Management in Nursing
7th
edition
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