Task-Boomeranging: A challenge for modern management

What it’s all about

Task re-delegation is a phenomenon that can be observed in many organisations and has significant negative potential to impact efficiency and productivity. This article defines the term redelegation, discusses the resulting disadvantages for managers and the impact on task completion and productivity. Finally, strategies are presented on how managers can prevent the re-delegation of tasks.

Definition of task boomeranging

Re-delegation occurs when an employee who has been assigned a task by a manager returns this task to the manager for various reasons. This can result from uncertainty, lack of self-confidence, lack of resources or unclear instructions. Essentially, re-delegation means that the originally delegated task is not completed by the employee, but returns to the manager’s area of responsibility.

Disadvantages of re-delegation

The re-delegation of tasks has numerous disadvantages for the manager as well as for the entire team and the organisation. These disadvantages can be divided into several categories:

Overload on the manager

One of the most immediate effects of re-delegation is the increased workload for the manager. As they already have a large number of tasks and responsibilities, the additional assumption of re-delegated tasks leads to an overload. The consequences are too much stress, reduced leadership effectiveness or even burn-out.

Restricted employee development

Re-delegation prevents the development of employees. If managers allow employees to constantly delegate tasks back, staff miss out on the opportunity to learn new skills and develop further. This automatically leads to a less competent and less self-confident workforce in the medium to long term.

Inefficient task completion

Task boomeranging leads to loss of time. The manager has to familiarise themselves with the task again, which is inefficient. In addition, the flow of work is disrupted, affecting the overall productivity of the team.

Erosion of the manager’s authority

Re-delegation undermines the authority and reputation of the manager, as the behaviour is a sign that the team leader is not delegating tasks effectively or is unable to empower employees to complete their tasks.

Negative effects on team dynamics

Another problem is the potential disruption to team dynamics. When some employees constantly delegate tasks back, experience has shown that this causes frustration and dissatisfaction among other team members, who may find their workflow stalled or may have to take on additional work.

Impact on task completion and productivity

Re-delegation of tasks has direct and indirect effects on task completion and productivity:

Delays and bottlenecks

For the manager, task boomeranging results in an overload, so that important decisions and projects are delayed. This results in bottlenecks and an overall slowdown in the entire work process.

Inferior work results

If tasks are not completed by the responsible employees but by the manager, who may not have the specialised expertise, the work results may lose quality.

Reduced innovative strength

A team that does not develop and in which employees do not acquire new skills will inevitably become less innovative. The ability to find creative solutions and adapt to changes is weakened by re-delegation.

Increased error rate

An overburdened manager is more prone to errors, as re-delegation often means that the manager has to complete tasks under time pressure and with less attention, which increases the error rate.

Strategies to prevent re-delegation

To minimise the negative effects of re-delegation, managers can apply various strategies:

Clear communication and expectations

One of the most important measures to prevent task-boomeranging is clear communication of tasks and expectations. Managers must take care to ensure that goals, deadlines and responsibilities are clearly defined. This reduces the likelihood of employees re-delegating tasks due to uncertainty or lack of clarity.

Employee empowerment

Staff should be given the necessary resources, training and authorisation to successfully complete the tasks assigned to them. This strengthens self-confidence and the ability to manage tasks independently.

Regular feedback

Regular and constructive feedback helps employees to improve their performance and develop their skills. It also shows them that the manager supports and values their work.

Develop delegation skills

Managers must take care to develop their own delegation skills. This includes understanding which tasks should be delegated, how to select the right people for specific tasks and how to give clear instructions.

Support and mentoring

Rather than taking tasks back immediately, managers are advised to offer support and mentoring, for example in the form of counselling or additional training, to help employees manage the task themselves.

Responsibility and accountability

It is also important that employees are held accountable for the tasks delegated to them. This can be done through regular reviews, reporting and clear consequences for non-compliance.

Promoting an open culture

An open corporate culture in which employees can openly address their concerns and challenges is a key factor in recognising problems at an early stage and preventing re-delegation.

Reward and recognition

Managers should reward and recognise employees for completing tasks in a particularly professional manner. This motivates employees and encourages them to take on future tasks independently.

Avoiding micromanagement

Team leaders must be careful not to interfere too much in the work of employees. Micromanagement undermines employees’ confidence in their own abilities and disproportionately increases the likelihood of re-delegation.

Conclusion

Delegating tasks back is a significant challenge for managers and can have a significant impact on the efficiency and productivity of an organisation. Through clear communication, employee empowerment, regular feedback and the development of delegation skills, managers can effectively prevent re-delegation. This not only promotes employee development, but also contributes to better task completion and higher overall productivity. A strategic and supportive leadership culture is critical to minimising re-delegation and creating a productive work environment.