Accession Number:

ADA558768

Title:

Recognizing the Need For, Impacts and Benefits of Effective Delegation In the Work Place

Descriptive Note:

Master's thesis

Corporate Author:

TACOM RESEARCH DEVELOPMENT AND ENGINEERING CENTER WARREN MI

Personal Author(s):

Report Date:

2012-03-28

Pagination or Media Count:

69.0

Abstract:

Effective delegation is an essential component of a manager s job. It is a critical leadership skill for improving the efficiency and motivation of supervisors and employees Heller, 1998. This study examines delegation practices by senior leaders at the Tank - Automotive and Armaments Command TACOM Life Cycle Management Command LCMC. A significant part of the project examined why leaders do not delegate and the extent to which these factors exist within the TACOM LCMC community. The research is important because it underscores and reinforces the critical role delegation plays in the success of organizations Khandwalla, 2004. The findings are based on surveying civilian GS-14 NH 04 and above to include Senior Executive Service members, and military leaders O5, Lieutenant Colonel, and above, to include General Officers. The methodology used to collect data for this research was mixed methodology consisting of both quantitative and qualitative approaches. The data were collected through a survey sent to 710 GS-14NH 04 and higher, and active duty Officers O5 and above, at the TACOM LCMC through web-based Survey Monkey software. The main findings from the research were 70 of senior leaders responded that they routinely delegate and 20 responding that they delegate often. The remaining 10 was split among sometimes , rarely , and not at all . The factor rated highest by senior leaders when considering delegating responsibilities was that the responsibility fell within the employee s job duties. When leaders choose not to delegate, key reasons cited were too much up front work, prior bad experience, guilt of increasing subordinates workload, and too much monitoring required. Only bad experience showed a statistical difference between those leaders having 31-45 direct reporting employees, and those with over 45 direct reports.

Subject Categories:

  • Personnel Management and Labor Relations

Distribution Statement:

APPROVED FOR PUBLIC RELEASE