Reverse delegation Underdelegation
1. Describe how delegation involves responsi- bility, accountability, and authority.
2. Describe how effective delegation benefits the delegator, the delegate, the unit, and the organization.
3. Discuss how to be an effective delegator. 4. Identify obstacles that can impede effec-
tive delegation. 5. Explain how liability affects delegation.
Learning Outcomes After completing this chapter, you will be able to:
132 PART 2 • LEARNING KEY SKILLS IN NURSING MANAGEMENT
Delegation Delegation is the process by which responsibility and authority for performing a task (function, activity, or decision) is transferred to another individual who accepts that authority and responsi- bility. Although the delegator remains accountable for the task, the delegate is also accountable to the delegator for the responsibilities assumed. Delegation can help others to develop or en- hance their skills, promote teamwork, and improve productivity.
It is easy to say delegate, but delegation is a difficult leadership skill for nurses to learn and one that may not be taught in undergraduate education. Given the confusion over what tasks assistive personnel can perform and what are those that are the unique purview of RNs, nurses and nurse managers may be reluctant to delegate. Never before, however, has delegation been as critical a skill for nurses and nurse managers to perfect as it is today, with the emphasis on doing more with less.
The benefits of delegating appropriately are many. (See the next section.) In fact, a leader who models delegation promotes collaboration between nurses and support personnel (Orr, 2010) as well as a positive workplace environment (Standing & Anthony, 2008).
Responsibility, accountability, and authority are concepts related to delegation. Although responsibility and accountability are often used synonymously, the two words represent differ- ent concepts that go hand in hand. Responsibility denotes an obligation to accomplish a task, whereas accountability is accepting ownership for the results or lack thereof. Responsibility can be transferred, but accountability is shared.
You can delegate only those tasks for which you are responsible. If you have no direct respon- sibility for the task, then you can’t delegate that task. For instance, if a manager is responsible for filling holes in the staffing schedule, the manager can delegate this responsibility to another indi- vidual. However, if staffing is the responsibility of a central coordinator, the manager can make suggestions or otherwise assist the staffing coordinator, but cannot delegate the task.
Likewise, if an orderly who is responsible for setting up traction is detained and a nurse asks a physical therapist on the unit to assist with traction, this is not delegation, because setting up traction is not the responsibility of the nurse. However, if the orderly (the person responsible for the task) had asked the physical therapist to help, this could be an act of delegation if the other principles of delegation are met.
Along with responsibility, you must transfer authority. Authority is the right to act. There- fore, by transferring authority, the delegator is empowering the delegate to accomplish the task. Too often this principle of delegation is neglected. Nurses retain authority, crippling the del- egate’s abilities to accomplish the task, setting the individual up for failure, and minimizing efficiency and productivity.