Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Chapter 12 Chairing meetings
- Chapter 13 Educational supervision
- Chapter 14 Effective delegation
- Chapter 15 Leadership styles
- Chapter 16 Leadership competences
- Chapter 17 Mentoring
- Chapter 18 Time management
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
- References
Chapter 14 - Effective delegation
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Chapter 12 Chairing meetings
- Chapter 13 Educational supervision
- Chapter 14 Effective delegation
- Chapter 15 Leadership styles
- Chapter 16 Leadership competences
- Chapter 17 Mentoring
- Chapter 18 Time management
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
- References
Summary
Delegation is an art – it builds trust, develops skills in those to whom tasks have been delegated and frees the delegator to work on other priorities. Effective delegation is fundamental to leadership and time management. In clinical practice, delegation involves asking a colleague to provide treatment or care on your behalf. Although you will not be accountable for the decisions and actions of those to whom you delegate, you are still responsible for the overall management of the patient and accountable for your decision to delegate.
Why delegate?
There are many obvious benefits to delegation:
It shows you have faith in the people with whom you work
It gives you more time to focus on important activities
It utilizes your management skills
It helps to develop and motivate staff
It transfers work to individuals whose skills in a particular area are better than yours.
- Type
- Chapter
- Information
- Management Essentials for Doctors , pp. 39 - 41Publisher: Cambridge University PressPrint publication year: 2011