Delegation, Coaching, and Mentorship
With the emergence of globally unpredictable and complex problems, entrepreneurs have started considering the delegation of tasks as an essential aspect of effective management. Chen et al. (2018) describe delegation as a situation whereby subordinates are given authority and power on assigned tasks, making it easier for top leadership to devote more time and energy to higher-level activities. For a business to grow, the managers must change from their typical entrepreneurial personality and adopt the spirit of delegation to improve trust among employees and increase staff retention, productivity, and efficiency in the organization (Hess, 2011). Therefore, by delegating responsibilities requiring less attention, entrepreneurs can start working on bigger, more complex ventures.
Ferrari (2014) concurs that giving subordinates authority over assigned tasks increases workforce productivity. This is because most subordinates will be motivated and empowered to become part of the workforce with authority. This is in line with Maslow’s Hierarchy of Needs because such a workforce will be motivated to work hard to attain self-actualization, having met other needs, including esteem, safety, physiological needs, love, and belonging (Maslow & Lewis, 1987). Additionally, delegation lowers absenteeism in the organization and consequently lowers labor turnover, and when more employees report to work, workforce productivity increases.
While entrepreneurship requires infinite motivation and enthusiasm for the idea to get off the ground, the ability to motivate and coach is critical in developing a strong team. According to Lucia (2018), coaching and mentoring subordinates enhance the success of delegation as it empowers the workforce to meet their goals by providing feedback and asking questions rather than being given instructions on what to do. This implies that coaching and mentoring allow the workforce to think through the challenges experienced from their perspective instead of simply absorbing advice. Mentoring and coaching also enhance social integration, leadership, and emotional and cognitive development (Garvey et al., 2021). Therefore, by mentoring and coaching the workforce, entrepreneurs go through a process based on experiential learning and adult learning, enabling subordinates to utilize their behavior, feelings, and thinking while handling different situations.
References
Chen, Y., Liu, B., Zhang, L., & Qian, S. (2018). Can leader “humility” spark employee “proactivity”? The mediating role of psychological empowerment. Leadership & Organization Development Journal.
Ferrari, F. (2014). Delegation, accountability, and organizational reliability. Coordination mechanisms and training models for contingency management. Procedia-Social and Behavioral Sciences, 150, 937-943.
Garvey, B., Garvey, R., & Stokes, P. (2021). Coaching and mentoring: Theory and practice. Sage.
Hess, E. (2011). Growing an Entrepreneurial Business: Concepts & Cases. Stanford University Press.
Lucia, F. (2018). Manager versus Leader. Why Are Both Roles Valuable? Ovidius University Annals: Economic Sciences Series, 18(2), 428-431.
Maslow, A., & Lewis, K. J. (1987). Maslow’s hierarchy of needs. Salenger Incorporated, 14(17), 987-990.
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Question 
Delegation, Coaching, and Mentorship
Growing a successful business requires an entrepreneur to expand the number and types of employees because he or she can no longer do everything themselves. Explain why delegation is important to a growth mindset. In a separate paragraph, identify two reasons entrepreneurs must transition from a leader to a coach and mentor.