When a manager cannot let go or trust subordinates to do their job sufficiently, the micromanager steps in and either does it themself, or insists the job be done their way. The subsequent organizational results include lowered unit morale, subordinate underdevelopment, unit underperformance, subordinate turnover, management tasks that go ignored and often a burned out manager.
But what if the manager’s delegation difficulties run in the opposite direction? What if a manager ends up delegating far too much of their own work, or simply ignores basic responsibilities forcing subordinates to pick up the slack? This is an equally dysfunctional working arrangement, with many of the same negative organizational impacts.
The art of effective delegation is a matter of sound judgment. While some things are obviously management responsibilities, others are not. The difference can seem blurry at times. Here are a few general hints that may help a manager make important delegation decisions.
First, non-managers are responsible for doing the actual daily work of the organization. Managers are responsible for doing what is necessary to make that happen in the most efficient and productive ways. Requiring subordinates to undertake tasks — via delegation or default — that pull them away from their core jobs are best weighed carefully against the cost.
Second, if the task is essentially administrative — meetings, planning, data gathering, briefing preparation, resource allocation, personnel administration, negotiating, etc. — these are generally management responsibilities. Many senior managers have staff officers to handle some of these tasks but most line managers do not. Delegating these to subordinates is rarely the correct call. Each pulls them away from their core jobs.
Third, if the task involves a difficult conversation with another employee, manager, or superior, those come with the management job. Unpleasant though these conversations are, delegating them, or forcing others to intervene by your avoidance, is an abrogation of management responsibility.
Fourth, representing and accepting responsibility for the quality of your product or service with clients, customers and superiors is a manager’s responsibility. You can have experts and specialists accompany you in these situations to address specific issues, but a manager must assume overall responsibility.
Fifth, personal tasks, except in extraordinary circumstances, are inappropriate matters for delegation. Asking subordinates to run errands or do favors for you is an illegitimate use of management authority, bound to irk most subordinates.
A boss who allows others, directly or by abrogation, to do their work for them, creates considerable irritation, animosity, and disrespect. Moreover, it breeds considerable cynicism among a workforce when a boss is allowed to function in that way by their superiors. Being seen as LEGITIMATE as a manager is essential to the exercise of the full range of your authority and responsibility. You’;re a manager, so manage.
UPDATED May 2026
Categories: Exercising Responsibility
What Best Mnagers Know & Do 
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