The paper "Delegation and Transformational Leadership Model" is a great example of management coursework. Delegation is one of the main aspects of management leadership. It entails assigning of responsibility or power to another person. In most cases, the manager assigns responsibility to a subordinate with specific activities to be carried out (Heathfield, 2014). The level of delegation is always in association with the subordinate earning the trust of their superior. Roussel et al. (2006), argues that delegation is a management concept and a time management technique. It needs training in professional management as well as development in order to accept the echelons within a certain organization.
Managers need to be productive and establish rapport with their employees. Before undertaking the delegation process, managers think about it, plan, gain knowledge on capabilities, and enforce effective interpersonal skills. They need to free themselves from the daily chores and find time to conduct delegation. They need to know their company, their world, their practice, themselves as well as their delegate. The paper discusses the process of delegation as well as the theory of transformational leadership in the application of delegation. There are various activities that are carried out in the process of delegation.
Managers train and establish their subordinates. According to the managers, their subordinates are their investment. They present reasons for the activity, details, authority, instructions as well as growth opportunities. Secondly, they plan prior to the action in order to be well prepared for the problems. They also take control of their employees and coordinate their activities. In order to avoid errors, managers need to find ways of measuring accomplished objectives, feedback, credit, and standards.
Subordinates should know what the expectations of their managers are by being provided with clearly defined tasks, expected results, and relations at work. Managers follow up on the activities of the subordinates frequently; they identify impending problems based on morale, grievances, or disagreements. They need to expect suggestions from subordinates and make use of feasible suggestions to enhance work quality. The managers also coordinate the activities to avert effort duplications. They then solve problems and make room for new ideas (PST Training Modules).
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