Do you have the ability to empower and delegate effectively and efficiently?
Delegation is an invaluable skill in an executive or leadership role. Effective delegating is a true combination of art and science. This assessment will let you know you strong your delegation skills are. You will learn whether you have the unique abilities to improve performance, empower employees in a way that energizes them and is naturally rewarding for them. The scoring will tell you how strong your delegation skills are and/or what areas you may need to work on.
Please complete all items. Rate each item on a scale of 1-5. Please choose one number and do not write a decimal, such as 3.5. Select the answer that best represents your feelings, thoughts, and behaviors. Choose how true each statement is for you.
| I help people at work to do what they want to do rather than get them to do what I want them to do. |
| Less True - 1 2 3 4 5 - More True |
| I work hard to create a work environment in which others are able to empower themselves. |
| Less True - 1 2 3 4 5 - More True |
| My belief system states that most people have the capabilities to be personally responsible within them. |
| Less True - 1 2 3 4 5 - More True |
| Once I assign a project, I am able to relinquish control while it is being accomplished. |
| Less True - 1 2 3 4 5 - More True |
| I do not typically have difficulty trusting most people in my workplace. |
| Less True - 1 2 3 4 5 - More True |
| I believe in the 'pull' approach of empowering people rather than the 'push' approach of trying to influence others. |
| Less True - 1 2 3 4 5 - More True |
| I help others to see that they are competent and help them to feel confident in performing well. |
| Less True - 1 2 3 4 5 - More True |
| When deciding whether to delegate, I ask myself questions such as, 'Will this person have the resources she needs to effectively complete the assignment?' |
| Less True - 1 2 3 4 5 - More True |
| I design a work situation which provides intrinsic or natural rewards for employees rather than primarily extrinsic or external rewards. |
| Less True - 1 2 3 4 5 - More True |
| I commonly offer choices when distributing various assignments. |
| Less True - 1 2 3 4 5 - More True |
| I try to encourage credit being given to those who earned it themselves rather than taking credit myself. |
| Less True - 1 2 3 4 5 - More True |
| Employees who work with or under me feel like they add a real value to the team and feel like the work that they do counts. |
| Less True - 1 2 3 4 5 - More True |
| I provide people with goals which are specific and measurable and which have a clear time-frame. |
| Less True - 1 2 3 4 5 - More True |
| I do not find it very difficult to give up control of projects or tasks to others in my company. |
| Less True - 1 2 3 4 5 - More True |
| When I assign a project or task, I often model how to effectively complete portions of it. |
| Less True - 1 2 3 4 5 - More True |
| I make it easy for people to come to me for feedback or support. |
| Less True - 1 2 3 4 5 - More True |
| When I think something like, 'he will never be able to complete that on his own,' I take a step back and ask myself how I can give him all of the support and information he needs to complete it on his own. |
| Less True - 1 2 3 4 5 - More True |
| It is typical for me to assign the right people to the right tasks. I am good at figuring out who is most motivated and skilled to do what job. |
| Less True - 1 2 3 4 5 - More True |
| It is highly rewarding for me to observe the accomplishments of others around me at work, sometimes more rewarding than achieving them myself. |
| Less True - 1 2 3 4 5 - More True |
| I have been told by others that I have helped them to develop a sense of self-confidence and self-reliance. |
| Less True - 1 2 3 4 5 - More True |
| I very rarely take the credit for successes by that were achieved by those under me. |
| Less True - 1 2 3 4 5 - More True |
| I am skilled at determining when others should be assigned work or when they should make decisions. |
| Less True - 1 2 3 4 5 - More True |
| My subordinates actively participate in the delegation process, which seems to make them more empowered and interested in their tasks. |
| Less True - 1 2 3 4 5 - More True |
| My subordinates are continuously given the amount of responsibility and authority necessary to successfully complete their jobs (that is, I do not micro-manage). |
| Less True - 1 2 3 4 5 - More True |
| I do not think that the primary purpose of delegation is to ease my workload. |
| Less True - 1 2 3 4 5 - More True |
| I delegate consistently, even when I have time to do the work myself. |
| Less True - 1 2 3 4 5 - More True |
| The morale and motivation amongst those in my department or those directly under me continuously appears high. |
| Less True - 1 2 3 4 5 - More True |
| I have solicited feedback from employees or subordinates and found that for the most part, they feel empowered to do what they want to do and feel proud of work well done. |
| Less True - 1 2 3 4 5 - More True |
| When necessary, I consult with other executives or upper-level managers to decide to whom I should delegate projects. |
| Less True - 1 2 3 4 5 - More True |
| I have been told that I have helped others to overcome feelings of passivity, helplessness, or powerlessness. |
| Less True - 1 2 3 4 5 - More True |
Your Name:
Your Email: |
