{"id":9182,"date":"2021-10-06T07:10:27","date_gmt":"2021-10-06T05:10:27","guid":{"rendered":"https:\/\/www.pilarjerico.com\/the-bosses-who-do-not-delegate-but-abdicate\/"},"modified":"2022-02-17T14:12:48","modified_gmt":"2022-02-17T13:12:48","slug":"the-bosses-who-do-not-delegate-but-abdicate","status":"publish","type":"post","link":"https:\/\/blog.pilarjerico.com\/en\/the-bosses-who-do-not-delegate-but-abdicate\/","title":{"rendered":"The bosses who do not delegate, but abdicate"},"content":{"rendered":"\n

Bosses don’t always let you do it. Moreover, there are even bosses who are real bottlenecks due to their difficulty in delegating. We know that no one is born a leader, that it is a learning process, that requires time, tools and examples to be inspired by. Along this path you need to know yourself, learn to trust and overcome your own fears. However, there are those who confuse the process of delegating. There are bosses who, rather than delegate, abdicate. Or said in a technical way, they are the bosses that fall into the laissez-faire or laissez-faire style<\/strong> (as always, it is more technical in other languages). <\/p>\n\n

Well, this style has its advantages, especially when the teams they lead are experienced and mature. However, as recent research has shown, it is an inappropriate style for innovating and, curiously, it is not recommended for learning from mistakes. Bosses who overdo things don’t help their teams use mistakes as learning tools<\/strong> . They act as a brake, just like authoritarian styles.<\/p>\n\n

In research published<\/a> in 2018, the ability to learn from error in 554 employees in Europe, the United States and China and its relationship with perceived leadership style were analyzed. To do this, the possible management styles were classified into four: <\/p>\n\n