Over-delegation in the guise of empowerment

THE CEO of a mid-sized marketing agency is known for his exceptional delegation skills. His ability to assign tasks effectively has been a hallmark of his leadership. However, the workload has surged in recent months, and he has been delegating tasks at an unprecedented rate to keep up with the demands while maintaining the current size of the workforce. He tells his team that the delegated tasks are part of their empowerment — but when does it even become disempowering?

Empowerment through delegation is a widely accepted leadership approach that transcends from conventional hierarchy of accountability and authority to organic advancement, and assured succession planning. Delegation, when practiced effectively, requires commitment to nurturing talent, fostering dependability, and promoting mature professional views in a team. It is not merely offloading responsibilities or assignment of tasks, but a strategic tool for cultivating an environment where employees can make decisions and contribute meaningfully. But when is delegation too much?