Delegation reluctance

As project leaders. Bearers desire to assume burdens makes them reluctant to delegate and share responsibility. They can thus find themselves too overworked to give proper attention to the longer term needs of their project. 

Resources and Authority (4) All personnel believe they posses necessary authority and resources to meet their responsibiUties. (3) Majority of personnel believe they possess necessary authwity and resources to do their jobs. (2) Authority and resources spelled out for all, and some demonstrate a reluctance to use them. (1) Authority and resources exist, but most still controlled by supervisors. (0) Authority and resources come from supervision without any delegation. 

In spite of all the good reasons to delegate, some technical professionals never learn how to do it effectively. This failure hampers the success of the organization and hinders the individual s advancement. Experience reveals the following seven reasons, or more precisely, rationales for this reluctance. 

COMPLETER FINISHER Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Inclined to worry unduly. Reluctant to delegate. 

Potential employees should also have a minimum level of self-confidence, based on their experience with successfully overcoming obstacles and solving problems. Otherwise, they will be afraid to take even small risks and will almost certainly make poor supervisors because they will be reluctant to delegate authority. Self-confidence should not be confused with self-esteem the latter can arise from a false sense of accomplishment. Questioning candidates about how they have handled problem solving in the past should reveal whether or not their self-confidence is justified. Arrogance is a quality that has no value in building teamwork. 

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