What are the main principles of leadership delegation? What are the main principles that need to be

1. The principle of appropriateness, that is, the authorization within a certain limit through a certain procedure in order to achieve a certain goal.

2. The principle of responsibility, that is, the responsibility of subordinates should be clarified while authorizing, that is, the responsibility is authorized.

3. The principle of controllability, that is, the authorization should not only be appropriate, but also controllable.

4. The principle of trust, that is, the leader must have a full understanding and examination of the subordinates who will be authorized, and once authorized, he must give full trust to his subordinates, that is, "no doubt, no doubt".

5. The principle of performance appraisal, that is, after the leader is authorized, he should regularly evaluate his subordinates, give an objective evaluation of the subordinates' use of power, and combine them with the vital interests of his subordinates.

The principle of proximity. Give direct authorization to subordinates, do not skip the authorization;

The principle of granting. Accountability and authorization.

Dynamic principle. Different powers should be granted to subordinates for different environmental conditions, different target responsibilities and different timings.

The so-called delegation means that within the organizational system, the leader delegates part of the power of the position given to him by the organization and the people to the lower-level administrative organs or functional organs, so that the lower-level organs can act and handle administrative affairs autonomously under the supervision of the superiors, so as to provide the authorized person with the necessary objective conditions to complete the task.

According to the Situational Leadership Theory, the meaning of empowered leadership is:

a.High work, low relationship.

b.High work, high relationship.

c.Low work, high relationship.

d.Low work, low relationship.

Four modes. 1) Commanding. In the first scenario, the leader is a high-order, low-support behavior, willing to give orders to subordinates, dictate their work and practices, and give one order and one action, with little support.

2) Coaching. The second type of leadership is a high-command, high-support behavior, that is, issuing many orders to subordinates and strictly controlling them, but on the other hand, the level of support is also very high, listening to subordinates' opinions and encouraging them to act consciously, just like a "coach". The approach of a good coach is "the steps are rigorous, and good behavior is praised and helpful".

3) Supportive. The third type of leadership is a high-supportive, low-command behavior, that is, the problem is raised by the leader, and the decision is made by the executor. Leaders ask questions.

The subordinates make the decision, so that the subordinates understand the ten thousand ways to do things, if the subordinates' decisions are problematic, the leader can. In another way, reflect on the subordinates for further reflection and work out a better solution. Pei Fan or.

4) Authorized type. The leadership in the last scenario is a low-order, low-support behavior, that is, the leader has a high degree of trust and delegation of authority to his subordinates, adopts a "rule by inaction" attitude, and only gives orders to subordinates, but does not give any regulations, does not mention their goals and methods, and does not even ask questions, and lets subordinates complete tasks on their own.

1. The principle of legitimacy.

The so-called principle of legitimacy in the exercise of leadership power refers to the fact that leaders perform their duties within a specific scope of authority, without taking into account the interference of other factors outside their authority.

2. The principle of feasibility.

The so-called principle of feasibility in the exercise of leadership power refers to the fact that leaders should pay full attention to the subjective and objective conditions inside and outside the organization in exercising power, and exercise power on the basis of reality and within the organizational principles and social moral norms.

3. The principle of democracy.

The so-called democratic principle of the exercise of leadership power refers to the fact that in the process of exercising power, leaders should give full play to the people's right to be masters of the country, and practice the principle of democratization of decision-making and collective leadership in leading groups.

4. The principle of efficiency.

The so-called principle of effectiveness in the exercise of leadership power means that in the process of exercising power, leaders must pay attention to the size and speed of achieving results, that is, pay attention to social benefits.

5. The principle of convariance.

The so-called principle of change in the exercise of leadership power refers to the fact that in the process of exercising power, leaders must judge the situation and change the methods and means of exercising power according to different environments and conditions, and adjust the plans and goals of leadership power.

1. The principle of legitimacy: It refers to the fact that leaders perform their duties within a specific scope of authority, without taking into account the interference of other factors outside their authority.

2. The principle of feasibility: It means that leaders should pay full attention to the subjective and objective conditions inside and outside the organization in the exercise of power, and exercise power within the organizational principles and social ethics on the basis of reality.

4. The principle of efficiency: It means that in the process of exercising power, leaders must pay attention to the size and speed of results, that is, pay attention to social benefits.

5. The principle of change of power: It means that in the process of exercising power, leaders must judge the situation according to different environments and conditions, change the methods and means of exercising power, and adjust the plan and goal of leadership power.

The principle of leadership is the embodiment of the law of leadership activities, and it is also the basic way to realize the leadership function. As we all know, whether or not a leader's practical activities can be effective depends on whether they conform to objective laws. The law of leadership activities exists in the leadership process, and the law of leadership activities is summarized and summarized into something with subjective guidance, and into the norms and norms that leaders should consciously abide by, that is, the principle of leadership.

There are two types of leadership principles: the specific principles of leadership that reflect the law of a certain aspect of leadership activities, and the general principles of leadership that reflect the common laws that run through all aspects of leadership activities.

1. The principle of legitimacy.

2. The principle of feasibility.

3. The principle of democracy.

4. The principle of efficiency.

5. The principle of convariance.

1. Based on an orderly organizational structure, that is, the so-called "in its post, seek its government".

2. Follow specific principles and rules and regulations.

3. Adopt effective methods and means to exert control and influence on the object of leadership power, so that the object of leadership power can act according to the will of the subject of leadership power, and then jointly achieve the process of organizational goals.

The so-called leadership power refers to the ability of the leader (power owner) to make certain behaviors and exert a certain influence on the leader (power counterpart) in the process of achieving a specific goal by following relevant laws and regulations, using a variety of methods and means. ‍‍

The principles of leadership delegation include: the principle of trust, the principle of contingency, the principle of prudence, and the principle of moderation.

The so-called leadership delegation means that within the organizational system, the leader delegates part of the power given to him by the organization and the people to the lower-level administrative organs or functional organs, so that the lower-level organs can act and handle administrative affairs autonomously under the supervision of the superiors, so as to provide the authorized persons with the objective conditions necessary to complete their tasks. Main features: 1. Leadership delegation is essentially a specific form of power distribution within an organization.

2. Leader delegation is actually a part of the process of leadership activities, and its core content is that superior leaders assign tasks to subordinates. 3. Leadership delegation is a highly unified behavior of power and responsibility.

The significance of leadership delegation is as follows: 1. Leadership scientific delegation is the need to complete leadership tasks and achieve modern leadership goals. 2. Leadership scientific empowerment can exercise the ability of the led, enhance their sense of responsibility, mobilize their enthusiasm, initiative and creativity, and help to exercise, improve and develop subordinates.

3. The scientific delegation of leadership can improve the relationship between superiors and subordinates, make it more harmonious, so as to create an organizational atmosphere of unity and cooperation, and strive for progress, which is conducive to improving and enhancing the effectiveness of the whole organization. In general, the scientific procedure of leadership authorization is manifested in the following steps: 1. Determine the authorized work content.

2. Select the object of authorization. 3. Formally delegate authority and clarify responsibilities. 4. Adhere to the system of requesting instructions and reporting, and inspect and supervise in a timely manner.

The person in charge of the unit is on a business trip, and the daily affairs and business handling in the unit are entrusted to his assistant.

Delegation is the key to the operation of the organization, it is to give people the authority necessary to complete a certain task to subordinates. That is, the supervisor transfers the decision-making power to deal with the employment, money, work, negotiation, coordination and other decisions to the subordinates, and only grants the power, and cannot entrust the necessary responsibility for completing the work, which is the absolute principle of authorization. Different levels of the organization have different authority, and authority flows between different levels, thus creating the problem of delegation.

Delegation of authority is one of the important and important tasks of the manager. Effective authorization is an important management skill.

The principles followed by leadership delegation are mainly manifested in: the principle of appropriateness, the principle of responsibility, the principle of controllability, the principle of trust, and the principle of performance appraisal.

1. The principle of appropriateness.

It is an authorization to grasp a certain limit in order to achieve a certain goal. Authorization should be carried out depending on the size of the unit, the weight of the person, the nature of the business, and the ability of subordinates to bear it.

2. Responsibility for the original round and omission.

That is, while authorizing the subordinates, clarifying the responsibilities of the subordinates, that is, with responsibility and authorization, this can not only prompt the subordinates to complete the work tasks, but also plug the loopholes of the right to be irresponsible or abuse of power.

3. The principle of controllability.

Authorization should not only be appropriate but also controllable. This is mainly manifested in two aspects: on the one hand, the executive leader should have initiative and flexibility, that is, the scope and time of delegation should be flexibly controlled by the leader, and adjusted at any time according to actual needs under relatively stable circumstances.

On the other hand, administrative leaders should have the power to inspect, supervise, and revise certificates so that they can guide, inspect, supervise, and revise the work of their subordinates in a timely and effective manner.

4. The principle of trust.

The leader must have sufficient understanding and examination of the subordinates who will be delegated, and once authorized, they must be trusted.

5. Performance appraisal principles.

After the leader authorizes him, he or she should regularly evaluate his subordinates, give an objective evaluation of the subordinates' use of power, and combine them with the vital interests of his subordinates. Performance appraisal should look at both short-term and long-term performance; It is necessary to look at both local performance and overall performance.