The benefits of delegating responsibilities to subordinates include the much greater level of productivity that can be achieved by spreading out the workload among multiple employees, and the sense of empowerment, with its concomitant improvement in employee morale, that accompanies such a display of confidence in one’s subordinates. By empowering one’s staff through the delegation of responsibilities, employees feel a greater personal stake in the exercise’s and, by extension, the company’s success.
Delegating work can only occur when effective leadership is represented in management, not always a given. Some managers lack confidence in their staff and insist on performing as many tasks themselves as time permits. That lack of confidence is invariably felt by the staff, which responds with a more lackadaisical attitude towards their work and a serious diminution in employee morale, which leads to both qualitative and quantitative reductions in work that is completed. Some managers do not harbor such reservations regarding the quality of their staffs, but simply do not know how to effectively delegate responsibilities.
With those managers who possess the requisite leadership skills and who understand the importance of delegating, the organization is more likely to operate in an efficient and productive manner. Employees who feel like “stakeholders” because they’ve been vested with authority or responsibility to execute specific tasks – especially when those tasks are components of a broader project – have a greater sense of company loyalty and are more prone to make the extra effort, when needed, to accomplish an assigned task when deadlines loom.