In many corporate environments, delegation is praised as a mark of strong leadership. A leader who can delegate effectively frees themselves to focus on high-level strategy while empowering their team to execute tasks efficiently. But what happens when delegation crosses the line into abdication-when a manager is merely passing the buck and taking credit for work they didn’t do?
My Experience with a Master of Delegation-or the Master of Doing Nothing
Let me tell you about Ben. Ben was my manager in an IT department consisting of four employees, each responsible for their own portfolios. He was ambitious-so ambitious, in fact, that he saw every person and opportunity as a stepping stone to his own success. Ben spent company time working on his MBA and took pride in delegating every task that came his way. But he wasn’t delegating to foster growth-he was offloading work to lighten his own load while maintaining an illusion of leadership.
One day, a customer walked in and asked Ben for a report. The moment the customer left, Ben turned around and assigned the work to a team member. Observing this, I looked him square in the eye and asked, “What do you actually do?”
Ben, caught off guard, became defensive. Later, he assigned me a task that was requested by the Managing Director (MD). Instead of sending the completed work to Ben, I sent it directly to the MD, copying Ben in the email. That was the moment the fa ade crumbled-Ben could no longer claim credit for my work.
But the doubt still lingered. Was I imagining things? Was he really not doing anything? That question was answered when a member of the leadership team stopped me in the hallway and asked, “Anna, what does your boss actually do?”
The Art of Taking Credit-Without Doing the Work
Ben’s approach to management wasn’t just limited to delegation; he also criticized me unfairly. I was responsible for training employees on a new Lotus Notes system. When my KPI review came around, Ben faulted me on everything-from my teaching style to my tone of voice. When I challenged him to show proof that the company had provided training on how to conduct these sessions, he had nothing.
I conducted my own survey, asking the employees I trained for feedback. They loved my approach. This was clear evidence that the criticism had nothing to do with performance-it was about control and manipulation.
The Toxic Reality: Delegation Without Accountability
Ben’s behavior is not uncommon in toxic workplaces. Managers like him excel at:
* Offloading responsibilities while maintaining the appearance of leadership
* Taking credit for others’ work
* Measuring employees on uncommunicated expectations
* Criticizing without providing the necessary tools or training
A 2023 study by Gallup found that only 18% of managers worldwide demonstrate effective leadership and delegation skills, while the remaining 82% either micromanage or completely disengage from their responsibilities. Another survey from Harvard Business Review highlights that 33% of employees feel their manager takes credit for their work at least once a month.
The Cost of Poor Delegation
Ineffective delegation leads to burnout, resentment, and decreased morale. Employees begin to second-guess their contributions, feeling undervalued and overworked. Organizations suffer as well-high turnover, reduced productivity, and a toxic work culture become the norm.
The Right Way to Delegate
Delegation should be about empowerment, not exploitation. Effective managers:
1. Clearly communicate expectations – Employees should never be faulted for things they weren’t trained on.
2. Provide the necessary tools and support – Set your team up for success, not failure.
3. Recognize contributions fairly – Give credit where it’s due.
4. Remain accountable – A leader who only delegates without contributing is not leading at all.
Final Thoughts
If you find yourself questioning whether your manager actually does any work, you’re not alone. Toxic leaders like Ben are more common than they should be. Delegation is an essential leadership skill, but when done incorrectly, it erodes trust and breeds resentment. Organizations must foster accountability, ensuring that managers don’t just shift work onto others while reaping the rewards.
If you’re in a workplace where leadership feels more like a game of passing the blame, it might be time to reassess whether your environment is truly setting you up for success-or if you’re simply being used as a stepping stone.
Are you working under a master of delegation-or a master of manipulation? The difference could define your career trajectory.