Delegation outcomes: perceptions of leaders and follower’s satisfaction

Abstract

Purpose The purpose of this paper is to examine the relationships among delegation, employees’ perceptions of leader’s performance and likeability and follower’s job satisfaction. These variables are significantly associated with leader influence. Design/methodology/approach To test how employees evaluate delegation, an experimental study (study 1: n=304) and a longitudinal field questionnaire (study 2: n=109) were implemented. Findings The results of study 1 showed that leader delegation leads to higher levels of perceived leader ability and performance. Study 2 replicated and extended these results. Mediation analyses revealed that leader likeability mediates the relationship between delegation and employee’s job satisfaction. Practical implications The study emphasizes the meaning of delegation for leaders and organizations. By transferring responsibilities and decision-making responsibilities, leaders can improve their image among their employees and enhance job satisfaction. Originality/value This study investigated employees’ perceptions of leaders with regard to performance-related and affective responses to delegation. The results are combined with findings on employee job satisfaction. The study fills an important gap in leadership research. Experimental data combined with field survey data show that the delegation of responsibilities is associated with positive impressions of leaders.