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Why is delegation so difficult for some leaders? According to Finzel, leaders don't delegate because they: fear losing authority, are afraid the work will be done poorly, are afraid the work will be done better than they can do it, don't want to take the time to train, don't want to depend on others, lack training themselves or are afraid it will have a negative impact on the organization (pg. 111). Do any of these sound familiar? Of course, delegation is an important leadership skill. However, leaders need to focus on how it benefits those they are instead of benefitting the leader.
Question
What is "dirty delegation," and how can it be avoided in the workplace?
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