Delegation as a way of managerial thinking

Most managers consider delegation to be the standard approach to delegating responsibilities and authority, but in reality, managers rarely actually delegate. The most common objection to delegation is that rather than explaining everything to subordinates in a complicated way, the manager prefers to do the work himself with the certainty of his own quality control. The publication focuses on the hidden causes of this reluctance to delegate, on the analysis of manager's motivation to delegate and on the search for a way out of this problem. It explains the benefits of delegation for the manager, the employee and the company, shows how to delegate correctly and what are the signs of bad delegation, advises how to choose the right employee for delegation, how to provide feedback or how to use delegation to motivate the employee.
The book does not offer a cheap how-to, but a deeper reflection on the connections between delegation, motivating people, managing priorities and coaching. In this context, we understand delegation as part of leadership and managerial self-reflection rather than as a mere managerial craft. The publication guides the manager through the pitfalls of self-discovery and the basic " philosophy" successful proceedings.