Determinants of delegation and consultation by managers
通过调查和访谈管理者与下属，发现下属的能力、目标一致性、工作年限、是否也是管理者以及上下级关系质量会影响授权，而目标一致、职位和关系质量则影响咨询。
Few studies have identified determinants of delegation and consultation. To investigate this question further, we surveyed managers and subordinates in two samples and interviewed managers individually or in focus groups. The use of delegation and consultation with individual subordinates was determined in part by characteristics of the subordinates and the manager–subordinate relationship. More delegation was used for a subordinate who was competent, shared the leader's task objectives, had worked longer for the manager, was a supervisor also, and had a favorable exchange relationship with the manager. Consultation with a subordinate was predicted by goal congruence, subordinate job level, and quality of the leader–member exchange relationship. The managers acknowledged that developing subordinates and empowering them to do their work were important reasons for delegation, but many managers were reluctant to give up control over important decisions or assign an important task to an inexperienced subordinate. Copyright © 1999 John Wiley & Sons, Ltd.