Delegation & The Leadership Process

Abstract

This research takes an initial step towards exploring the relationship between delegation, employee development and productivity. Hypotheses will be tested with data from a sample of 300 employees, whom will be surveyed. A t-test of two means and a scatter plot will be used to determine the relationship between the variables. The probability level will also be used to examine the null hypothesis to determine whether or not the null hypothesis should be accepted or rejected. It is expected that the results will indicate that the null hypothesis should be rejected.

Background

The company that the researcher will be studying and presenting this business proposal on behalf of is CCHS. CCHS specializes in creating, customizing and tailoring 24 hour/365-day a year homeowner assistance program for clients in a wide range of industries. They have been in operation since 1986 (20 yrs) and currently has 4000 employees in the South Florida Region; and an extensive network of over 40,000 pre-screened and pre-qualified service providers nationwide, CCHS can assist homeowners with almost any emergency or non-emergency home repair need.

The company is a growth oriented company, and as a result we have, always had a lot of internal promotions; at my location the present manager was promoted from subordinate, to manager. One major issue amongst others that has a risen is the lack of delegation, which is having a negative impact on employee development, motivation and the department overall. Many organizations suffer from a managerial condition known informally as delegation deficiency.

Perhaps nothing is more basic to the work managers than the process of delegation. Indeed, if one can embrace a common definition of management as being the accomplishment of work through others, it is delegation that primarily differentiates managers from those who are not considered managers. It is impractical for the manager/supervisor to handle all of the work of the department directly. In order to meet the organization's goals, focus on objectives, and ensure that all work is accomplished, they must delegate authority. Delegation is one of the most critical elements in the management of nearly all organizations and programs. When delegation is successful all members in the group are involved in activities.

It is the intent of this paper to look at the extent that delegation or the lack of delegation impacts the modern organization I will also examine the key dimensions and behaviors considered to be important elements in effective delegation and the inevitable implications for the delegation process, now and in the foreseeable future

Operational Definition

Delegation can actually have several definitions; however for the purpose of this paper delegation will be defined in the following way; The assignment of one or more meaningful tasks or responsibilities, either operational or managerial in nature, to a subordinate or subordinates. There are three basic steps in this process: (1) the creation of employee responsibility; (2) authority; and (3) accountability. Responsibility is the obligation by the subordinate to the supervisor to carry out assigned duties, as agreed. Authority is delegated by the superior to provide the subordinate with sufficient rights of command to carry out the assigned tasks. Accountability is the requirement for a subordinate to answer to the supervisor for results accomplished in the performance of any assigned duties. Thus, delegation refers to an internal work relationship between a superior and a sub- ordinate, where the superior assigns a specific task or duty of his or her role to the subordinate and holds that individual personally responsible and accountable for results Literature Review According to the author Amy Newman (2004) "plight of a newly promoted manager". She stated that new managers are typically promoted and put in new roles without the training they need to lead others, and that their transition is particularly difficult when they are promoted to lead a group of their former peers. They want to be liked, so it's safer for them to continue in their old job than to make tough management decisions. She also stated that "Effective leaders coaches and develops their employees, and as a result employee will be motivated to work harder .and thus enhances production Also according to Stephen Covey (1994) "The Seven Habits of Highly Effective People" suggests two types of delegation; Gopher Delegation and Stewardship Delegation. Gopher Delegation tells employees what to do, how to do it, when it needs to be done, and then sits at their elbow making sure they are doing what you asked. Under this type of delegation, employees' opportunity to develop professionally is limited. However according to (Covey) Stewardship Delegation is focused on development and results, not methods. It allows the other person to choose how to accomplish the assignment and holds him or her responsible for the results, thus motivating and empowering the individual. Stewardship delegation requires trust, and trust is the highest form of human motivation. It brings out the best in people, in other words motivates them admittedly, this involves more time than doing the task yourself, however this is time well invested because the company is not only investing in the growth and development of an employee but also in the itself. In this process, managers are demonstrating their confidence in their staffs, which raises their self-esteem (motivates them) and increases the company's productivity leverage. Peter Drucker (1984) author and management consultant also states that delegating provides the tools necessary to develop messages that communicate the "what" and the "why" of every delegated task. Focusing on ensuring that the individual understands what is required helps facilitate a successful result - the work is done correctly, and the individual gains the benefits of a new experience and increased confidence and responsibility. (Drucker) also stated that a manager should select capable, willing people to carry out jobs, as capable people will be able to carry out large jobs with no intervention from the supervisor/manager. However inexperienced or unreliable people will need close supervision to get the job done to the correct standard.

Hypothesis There is a relationship between Motivation, employee development and delegation Null Hypothesis There is no relationship between Motivation, Employee development and Delegation

Methodology

The probability sample used in this