Delegation: a competency of superior performers?

Abstract

The Navy with its historical and present emphasis on developing subordinates through increased responsibility and authority, can not afford leadership training which is ineffective. The research developed in this study seeks to provide information on one management tactic, delegation. The study is based upon the competency model developed by McBer for the Navy's Leadership Management Education and Training (LMET) program. A review of the historical thought on delegation from the classical to the neoclassical writers is presented. Also discussed is the background on the development of LMET. The research was conducted utilizing the techniques originated by McBer in their study for the Navy. This thesis sought to find if the specific competency of delegation is more often demonstrated by superior Navy personnel and if LMET training has any significant impact upon managerial effectiveness and the use of delegation. The results of the study found no significant relationship between delegation, managerial effectiveness, and LMET training.