Delegation is a core leadership skill that supports both staff wellbeing and business performance. In our increasingly dynamic and complex work environments, managers cannot — and should not — do everything themselves. Delegation involves transferring responsibility and authority for specific tasks or decisions from one person (typically a manager or leader) to another (often a direct report or team member). However, it is not simply task assignment. It involves giving a team member autonomy and support while increasing the responsibility for a task to them. 

When done right, delegation improves the quality of jobs by empowering staff, developing skills and giving a greater sense of meaning at work. It also improves performance by supporting motivation, commitment and more efficient decision making. For senior staff, it can help prevent unsustainable workloads and prevent bottlenecks. However, delegation is not a one-size solution. Success depends heavily on how work is delegated and to whom.

Research suggests that across-the-board empowerment may not be the solution. Effects can vary by person-to-person, and there can be unintended costs to wellbeing and efficiency. For example, delegating tasks that team members don’t have the resources or skills to deliver properly will create stress and risk poor decisions or task delivery. Instead, a selective approach to empowerment is suggested.  

When is it appropriate to delegate tasks? Ideally, tasks should be delegated to those that have previously demonstrated the ability and are keen for increased autonomy. In practice, a manager may initially delegate smaller, lower-risk tasks to staff, reserving high-impact decision-making delegation for those who have shown both skill and reliability. This strategy helps mitigate risks of mistakes, helps get staff used to a working culture of empowerment, at the same time as expanding empowerment where it is likely to pay off. 

Not all forms of work autonomy or empowerment are equally helpful. Aspects of work that tend to be most productive for managers to delegate or give discretion are what tasks are done and how they are done (i.e. work methods). On the other hand, managers should be more cautious over when tasks are done (i.e. scheduling autonomy), particularly in time-sensitive or interdependent tasks, as this tends to be less helpful or even have a negative effect.  

The choice of task also matters greatly when delegating:  

• Tasks that are complex or high stakes should be delegated only when the team member has the right capability and when the right support is in place. 

• Delegating tasks in a way that’s aligned with how staff want to develop increases their motivation and belief in their own ability. 

• Avoid overloading! Capacity constraints can reduce effectiveness and lead to burnout or errors. See our blog on workload. 

Some simple ways to ensure support for staff:  

• Providing training or the opportunity to shadow before delegating new responsibilities. 

• Ensuring staff have the resources, data, and authority needed to act. 

• Defining guardrails (budgets, time limits, escalation protocols) so that autonomy does not lead to chaos. 

• Offering guidance while still allowing freedom to act. 

These supports reduce failure risk and increase confidence, which enhances the likelihood that delegation will yield net gains.