Managers exhibit a reluctance to delegate for
two primary reasons: they either do not want to delegate
or do not know how to delegate. There are numerous
reasons that a manager may exhibit a reluctance
to delegate including: being new to the management
position; not being willing to share power and
authority; viewing delegation as an abdication of responsibility;
being concerned that delegation will be
seen as a sign of weakness; not wanting to lose control;
being too busy to delegate; not having the time to
delegate; and viewing subordinates as incapable on
unwilling to accept the delegation. Managers often
convince themselves that no one else can perform a
task better or faster. Interestingly, managers can actually
increase their influence through effective delegation.
Subordinates may also be reluctant to accept
and enact delegation. This is particularly true in those
situations where they are new to their position or lack
necessary knowledge, skills and confidence. Subordinates
also resist accepting delegated assignments when
they perceive the associated risks as being greater than
the rewards, they fear potential career implications, or
they are not confident that the manager will be available
to support them after they undertake the delegation.
The third category of obstacles to effective