Test 4. Leadership Skills - Delegating

published in: Leadership inventory

11 Feb
2010

 

Delegating is a leadership skill that every leader and manager should learn perfectly.  The skillful delegating shapes manager’s effectiveness.
 
This test could determine whether you know how to delegate.

Time for test solving - 3 minutes.

Depending on the accuracy of the 10 statements, select one of the following responses:
    delegating, leadership skills, leader                            
a/ almost always true
b/ often true
c/ sometimes true
d / almost never true.
 
  1. WhenI feel I lack competence to solve a problem, and someone of my subordinates has it, I willingly delegate the problemto her/him.

  2. If my subordinates have low qualification and experience, and I do not trust them, I follow the principle "to delegate them only minor problems and to solve the hard onesmyself.

  3. Even if I have competent employees, if a task is of great importance and urgent, I will deal with it, although it will take me all the time and cost me a lot of nerves and tension.

  4. If I deem it is appropriate, I will delegate the problem resolution to my subordinate’s subordinate.

  5. I strive for delegating in written rather than orally.

  6. When delegating a problem it is necessary to control not only the end result, but also each stage results.

  7. If I've delegated a task in written to a subordinate,I assume that he is the only liable for everything.

  8. When delegating a problem to a subordinate,s/he should not notice that I feel anxious and doubtfulabout successful problemresolution.

  9. Any delegating should precisely define the rights and responsibilities of the subordinate, and when possible it should be done in written.

  10. When delegating a task I put the subordinate in command, but I keep for myself the authority to punish those who do not follow her/his orders.
 

Answers:

27-30 points - an excellent result
25-26 points - very good
23-24 points - good result
21-22 points - satisfactory
Score below 21 points should not get any acting manager. If that happens, consider seriously joining a workshop or consulting services.
Question №
 1
 2
 3
 4
 5
 6
 7
 8
 9
 10
almost always
 3
 0
 0
 0
 2
 1
 0
 1
 3
  0
often
 2
 1
 1
 1
 3
 2
 1
 2
 2
  1
sometimes
 1
 2
 2
 2
 2
 3
 2
 3
 1
  2
almost never
 0
 3
 3
 3
 1
 2
 3
 2
 0
  3


Interpretations:

Question 1: Do not be afraid that you will undermine your credibility, if one of your subordinates is more competent than you on a single problem. If that is thecase,you should willingly delegate the problem to him. Thus, in addition to addressing the issue in the best possible way, you will be growing the employee. Of course, it will not be a good sign if on most problems in your area of responsibilities you are less competent than a subordinate of yours.

Question 2: If you always follow that principle you will reduce the risk of failure to resolve an important issue, but your time will be absorbed by the ever increasing work volume, and your subordinates will never learn to assume your duties and to deal effectively with them whenever needed.

Question 3: Suppose that the statement here is correct and you stick to it. Well, what if another such important and urgent taskoccurs?Then it is followed by one more. This is not a rare phenomenon in management practices. In such scenario failure is almost inevitable. The statement unsoundness is determined by the fact that by acting so, your employees will be deprived of the opportunity to demonstrate that they can deal with important and urgent tasks. And if accidentally they cannot, neither they will learn to, nor you willever understand where their limits are.

Question 4: Even if do that occasionally, consider it to be incorrect, because in this scenario you are ordering over the head of her/his direct manager, which provokes a number of negative consequences.

Question 5: Here the correct answer is “often”, but every manager should know that delegating in written is always more effective. "Almost always" is not the best answer, because delegating in written is not always possible. Delegating in written does not necessarily mean each task to be forwarded by email or paper note. Delegating in written can be done by adding functional responsibilities in the job description, for instance.

Question 6: It is needed to control the problem delegating. There are two types of this control: control thefinal goal result or control over every goal stage.  According the first type, the manager does not intervene prior the achievingof the final goal, and he advises only if needed. As per the second control type the manager controls directly each stage of the assignment.  And he gives the orders and states the corrective measures that are to be taken. The two control types effectiveness differ on different occasions. Normally, in the delegating process the first type is more appropriate. However, when deciding how to control we must take into considerationsuch factors as subordinate’s competence, qualification and ability to take decisions, the importance and nature of delegated problem and others. Therefore there is no definite answer, but "sometimes" is the answer that brings the most points.

Question 7: You'll have to hold responsible the subordinate, whom you havedelegated to, but also keep in mind that the delegated problem is yours and therefore the responsibility is yours too. And your superior will punish you alone if the problem is not solved.

Question 8: Here, the categorical "almost always" is not appropriate, because in certain cases such seemingly proper managerial behavior can be counterproductive. There is a particular type of employees that will be motivated if you show your concern or doubt on the successful problem resolution. They will do everything to prove how good they are and how mistaken in your anxiety you were... From such scenario can lose nothing, but win. Remember “different strokes for different folks”! There is no such thing as TheUniversal Motivator.

Question 9:  This is a golden rule.  When delegating, strictly define authorities and responsibilities, and make sure they are consistent with the instruments of efficient control. And... in written form, whenever possible.

Question 10: Obviously the statement describes delegating to a subordinate-manager who is one rank lower in the hierarchy. Why would you punish his subordinates? This should be his right as the right to be in command is his. He is liable for solving the problem and you will penalize him if he fails to do so. But how he will act when his subordinates did not carry his orders, leave her/him alone to decide this.

 

 

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