[01] John Nkeobuna Nnah Ugoani, Department of Management Sciences, College of Management and Social Sciences, Rhema University, Aba, Nigeria.

Giving employees’ responsibility provides the window for job autonomy and encourages better performance. A major first step in effective delegation is effective leadership which is also fundamental to overall organizational performance. Delegation is necessary for employee performance because it is only when an employee has responsibility that he becomes accountable or answerable for performance. Effective delegation as driven by effective leadership becomes a collaborative, co-ordinated and comprehensive managerial technique for empowering, motivating and evaluating employees’ over performance. It reduces unnecessary, power-distance and provides employees’ self-confidence to seek feedback from managers for improved task performance. 90 respondents participated in the study conducted through the exploratory research design; and the result showed positive correlation between effective delegation and employee performance. Because of basic limitations further study should examine the relationship between planning and delegation to explore better ways of managing for performance in the face of globalization. It was suggested that evaluation process should form an integral part of effective delegation to enhance psychological empowerment, feedback and reduce power-distance.

Psychological Empowerment, Power-distance, Feedback, Performance Management, Self-confidence, Self-efficacy, Effective Leadership, Decision-making

[01] Heller, R. and Hindle, T. (1998) Understanding Delegation. In R. Heller and T. Hindle (eds) Essential Manager’s Manual. Dorling Kindersley, London, pp: 222-251. [02] Avolio, B. J. Zhu, W. Koh, W. and Bhatia, P. (2004) Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance. Journal of Organizational Behaviour, vol. 25, pp: 951-968. [03] Chen, G, Kirkman, B. L. Kanfer, R. Allen, D. and Rosen, B. (2007) A Multilevel study of leadership empowerment, and performance in teams. Journal of Applied Psychology, vol. 92, Pp: 331-340. [04] Chen, Z, X. and Aryee, S. (2007) Delegation and employee work outcomes: An examination of the cultural context of mediating processes in China. Academy of Management Journal, vol. 50, pp: 226-238. [05] Keeves, J. P. (1997) Models and Model Building: In J. P. Keeves (eds) Educational Research Methodology and Measurement: An International Handbook. 2^nd edition Cambridge, U.K. Pergamon. [06] Mathieu, J. E. Gilson, L. L. and Ruddy, T. M. (2006) Empowerment and team performance: An empirical test of an integrated model. Journal of Applied Psychology, vol. 91, pp: 97-108. [07] Zhang, X. and Bartol, K. M. (2010) Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, vol. 53, pp: 107-128. [08] Heller, R. (1998) Motivating People. Dorling Kindersley. London. [09] Olson, B. J. Parayitan, S. and Bao, Y. (2007) Strategic decision-making: The effects of cognitive diversity conflict, and trust on decision outcome. Journal of Management, vol. 33, pp: 196-222. [10] Pierce, J. L. and Gardner, D. G. (2004) Self-esteem within the work and organizational context: A review of the organization-based self-esteem literature. Journal of Management, vol. 30, pp: 591-622. [11] Liu, S. and Liao, J. (2013) Transformational Leadership and Speaking Up: Power Distance and Structural Distance as Moderators: Social Behaviour and Personal International Journal, vol. 41, pp: 1747-1756. [12] Qian, J. and Li, X. (2016) Supervisory mentoring and employee feedback seeking: The moderating effects of power distance and political skill. Current Psychology, vol. 35, pp: 486-494. [13] Kirkman, B. Chan, G, Farh, J. L. Chen, Z. and Lowe, K. (2009) Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural, Examination. Academy of Management Journal, vol. 52, pp: 744-764. [14] Muo, I. K. (1999) The Nature, Scope & Challenges of Management, 1^st edition, Lagos. Impressed Publishers. [15] Seibert, S. E. Wang, G. and Courtright, S. H. (2011) Antecedents and Consequences of Psychological and Team Empowerment in Organizations. A meta-analytic review. Journal of Applied Psychology, vol. 96, pp: 981-1001. [16] vanDijk, D. and Kluger, A. N. (2011) Task type as a moderator of positive/negative feedback effects on motivation and performance. A Regulatory focus perspective. Journal of Organizational Behaviour. Vol. 12, pp: 1084 - 1105 [17] Okorie, J. U. (2000) Developing Nigeria’s Workforce. Calabar. Page Environs Publishers. [18] Kastelle, T. (2013) Hierarchy is overrated. Harvard Business Review. Vol. 20, pp: 1-4. [19] Yukl, G, and Fu, P. P. (1999) Determinants of delegation and consultation by managers. Journal of Organizational Behaviour. Vol. 20, pp: 219-232. [20] Zhang, X, Qian, J. Wang, B, Jin, Z, Wang, J. and Mang, X (2017) Leaders' Behaviour Matter. The Role of Delegation in Promoting Employees Feedback-seeking Behaviour. Frontiers in Psychology, 8 (920): 1-10 [21] Bass, B. M. (1990) From Transactional to Transformational Leadership: Learning to Share the Vision. Organization Dynamic, vol. 18, pp: 19-31. [22] Higgs, M. and Rowland, D. (2001) Building Change Leadership Capability: The quest for change competence. Journal of Change Management 1, (2): 31-116. [23] Dewettinck, K. and vanAmeijde, M. (2011) Linking Leadership Empowerment Behaviour to Employee Attitudes and Behavioural Intentions: Testing the Mediating Role of Psychological Empowerment. Personal Review, vol. 40, pp: 284-305. [24] Zhu, W. May, D. R. and Avolio, B. J. (2004) The Impact of Ethical Leadership Behaviour on Employee Outcomes: the role of Psychological Empowerment and Anthencity. Journal of Leadership and Organizational Studies. Vol. 11, pp: 16-26. [25] Noe, R. A. Hollenbeck, J. R. Gerhart, B. and Wright, P. M. (2004) Managing Employees’ Performance: In R. A. Noe, J. R. Hollenbeck, Gerhart and P. M. Wright, (eds) Fundamentals of Human Resource Management, Boston, USA, McGraw-Hill, pp: 238 - 272 [26] Molix, L. and Bettercourt, B. A. (2010) Predicting well-being among ethnic minorities: Psychological empowerment and group identity. Journal of Applied Social Psychology, vol. 40, pp: 513-533. [27] Ashford, S. J. Blatt, R. and VandeWalle, D. (2003) Reflections on the looking glass: A review of research on feedback seeking behavior in organizations. Journal of Management, vol. 29, pp: 773-799. [28] Laschinger, H. K. S. and Finegan, J. (2005) Using empowerment to build trust and respect in the workplace: A strategy for addressing the nursing shortage. Nursing Economics, vol. 23, pp: 6-13. [29] Moye, M. J. and Henkin, A. B. (2006) Exploring associations between employee empowerment and interpersonal trust in managers. Journal of Management Development, vol. 25, pp: 101-117. [30] Ergeneli, A. SaBlam, G. and Metin, S. (2007) Psychological empowerment and its relationship to trust in immediate managers. Journal of Business Research, vol. 60, pp: 41-49. [31] Niehoff, B. P. Moorman, R. H. Blakely, G. and Fuller, J. (2001) The Influence of empowerment and job enrichment on employee loyalty in a downsizing environment. Group Organizational Management, vol. 26, pp: 93-113. [32] Maynard, M. T. Luciano, M. M. Innocenzo, L. D. Mathieu, J. E. Dean, D. and Dean. M. D. (2014) Modeling time-lagged reciprocal psychological-empowerment performance: Relationships. Journal of Applied Psychology, vol. 99: pp: 1244-1253. [33] Randolph, W. A. and Kemery, E. R. (2011) Managerial use of power bases in a model of managerial empowerment practices and employee psychological empowerment. Journal of Leadership and Organizational Studies, vol. 18, pp: 95-106. [34] Tuckey, M. Brewer, N. and Williamson, P. (2002) The influence of motives and goal orientation on feedback seeking. Journal of Occupational and Organizational Psychology, vol. 75, pp: 195-216. [35] Siglet, T. H. and Pearson, C. M. (2000) Creating an empowering culture: Examining the relationship between organizational culture and perceptions of empowerment. Journal of Quality Management, vol. 5, pp: 27-52. [36] vandewalle, D. Genesen, S. Challagalla, G. N. and Brown, S. P. (2000) An integrated model of feedback-seeking behavior: disposition, context, and cognition. Journal of Applied Psychology, vol. 85, pp: 996-1003. [37] Whitaker, B. G. Dahling, J. J. and Levy, P. (2007) The development of a feedback environment and role clarity model of job performance. Journal of Management, vol. 33, pp: 570-591. [38] Nelson, D. L. and Quick, J. C. (2003) Purposes of Scientific Research: Applied and Basic Research. In D. L. Nelson and J. C. Quick (eds) Organizational Behavior: Foundations Realities and Challenges. 4^th edition, USA, South-Western, pp: 656-671. [39] Asika, N. (2004) Research Methodology: A Practical Approach Lagos Mukugamu & Brothers Enterprises. [40] Obodoeze, F. O. (1996) Modern Textbook of Research Methodology Enugu. Academic Publishing Company. [41] Ezejelue, A. Ogwo, E. and Nkamnebe, A. (2008) Basic Principles in Managing Research Projects, 2^nd edition, Port Harcourt Education Books, Ltd. [42] Nwankwo, O. C. (2011) A Practical Guide To Research Writing for Students of Research Enterprise (Revised Edition) Port Harcourt. Pam Unique Publishers Co. Ltd.