The following article is an excerpt from the Free Basic Guide to Leadership and Supervision, written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. (Copyright 1997-2006.) adapted from the Field Guide to Leadership and Supervision:

The hallmark of good supervision is effective delegation. Delegation is when supervisors give responsibility and authority to subordinates to complete a task, and let the subordinates figure out how the task can be accomplished. Effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.

Delegation is often very difficult for new supervisors, particularly if they have had to scramble to start the organization or start a major new product or service themselves. Many managers want to remain comfortable, making the same decisions they have always made. They believe they can do a better job themselves. They don't want to risk losing any of their power and stature (ironically, they do lose these if they don't learn to delegate effectively). Often, they don't want to risk giving authority to subordinates in case they fail and impair the organization.

However, there are basic approaches to delegation that, with practice, become the backbone of effective supervision and development. Thomas R. Horton, in Delegation and Team Building: No Solo Acts Please (Management Review, September 1992, pp. 58-61) suggests the following general steps to accomplish delegation: