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Levels of delegate leadership that you need to know

Instead of thinking of delegates as work issues – whether you need DELEGATION or not – then consider the form of delegation on a certain scale. The level of leadership the delegate needs to know is to some extent help the implementation of your work program idea. The result would be more OPTIMAL than you do yourself. Of course with the record all delegate processes run REALLY and GOOD.

Levels of delegate leadership that you need to know

Previously, you need to understand the 70% rule when it comes to delegating tasks to employees. You should also discuss the CRITICAL nature of an issue when it comes to delegation. Is below standard line or not. Do not let your delegate activity FAIL and not useful.

Here is a framework that helps leaders and their line of organization come to the same frame when discussing issues delegated every day. A leader may delegate more RESPONSIBILITY from time to time as he begins BELIEVING with his COMPETENCE level line structure.

You can learn DELEGATION parameters into five different stages: Level 1-5. Actually, there is a sixth stage, ie Level-0 where there is NO DELEGATION. Condition Level-0 confirms a business is run by ” DO WHAT I SAY “. Conditions where there is no AUTHORITY or decision-making outside the leader. If you are reading this article, then you want to skip this stage.


A growing business organization, will contain a variety of work function structures. The lowest position to the highest level of management will blend and collaborate. If coordination and consolidation goes SIMULTAN and works well, then the work process will be faster.

The COMPLEX organizational structure is unlikely to be handled by way of AUTHORITY. It needs an opportunity for the line of the organization to reveal IDE, OPINION, ADVICE and even RESPONSIBILITY.

DELEGATION is ACTION giving some RESPONSIBILITY and WINNER to others. In this case a leader will give to his subordinates, to carry out the activities normally employed by a leader. And the leader is responsible for the actions of the subordinate. Although delegation means taking over power, but the biggest responsibility remains with the LEADER.


Running the delegation there are some things to note because there is a RISK and FEAR a leader against his subordinates. The elements involved in the delegation include:

  • WHAT is delegated
  • EXPECTATIONS to the delegate
  • AUTHORITY submitted
  • SUPERVISION from the leader
  • PARTY recipients of the delegation
  • All these delegate-related factors need to be synced from the start. A leader needs to explain DETAILLY about task delegation, authority, responsibility and others to the subordinates. The leadership of the delegation is a process of developing TRUST from and to the subordinates.


1 – Level 1 Delegate

Delegates involving subordinates to give a PROBLEME VIEW on an issue or decision. The goal is for employees to come to you and explain what they LEARN and what a potential DECISIONAL OPTIONS. You then choose from those options because you are ultimately making the decision.

This stage is quite useful to build a synergy of trust between ATASAN and DOWNLOAD. On the one hand, the superiors see the competence of their subordinates, and on the other hand, the subordinate sees the trust that begins to grow. COMMUNICATION will be OPEN, and there is a two-way exchange of information.

2 – Level 2 Delegate

This stage is the development of level-1 delegates, where subordinates begin to provide ALTERNATIVE ACTIONS. Subordinates get a chance to determine the follow-up action of the problems they face.

Nevertheless, there is still a rightful process only decided by the boss, namely the approval of a subordinate action or ACSI. When a subordinate brings an ISU and SOLUTION, then before it is executed there should be signs of AGREE from the leader. The degree of autonomy of your employees is further than ever.

3 – Level 3 Delegate

Development of previous delegate leadership, with HEAVY POINT at a certain moment or time. When your team has arrived with problems and solutions, and they will continue the process as long as there is no INTERRUPTION in the middle of the journey.

Earlier it was mentioned that delegates walked up to decision activity, unless there was a discourse where the leader would cancel it at a certain time.

For example, a case in which a manager tells employees to continue with his plans unless hearing from their boss within the next 24 hours. If they have not heard anything yet, they will be released to continue. In short is the DECISION selected subordinates, please be executed, unless there are COMMANDS in a certain period of time to be STOPPED or DIGESTED.

4 – Level 4 Delegate

Rank of delegation by making a decision retrospectively (retroactive). You will ask employees to tell you what they did after the action (decision) was taken. This is the evolution of the DELEGATION approval model. You want a follow-up of a decision taken by a subordinate.

5 – Level 5 Delegate

The level at which you eventually reach the full delegation . This is where the leadership of the delegation does not want to know WHAT and WHY a decision is made, because you fully BELIEVE with the competence of the delegated person. At this level, you say to the employee, “JAGALAH in your own way and I DO NOT NEED TO KNOW what you are doing.”

You seem to really FEAR thinking of moving from Level 0 to Level 5 with your employees. That’s why it’s important to THINK together from time to time with your team. You need to push yourself to make a model FRAMEWORK like this. The 5th Level Delegate framework, and share it with your employees. This is a way to explain your DIRECTIONS and PURPOSES with them and how to reach them.

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