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1-3 MC Greeting, introduce title
Today, our group is honored to present on a very important topic in the field of leadership and management:
"Leader-Member Exchange (LMX) and Followership." Within any organization, the relationship between
leaders and members plays an important role, not only in achieving objectives but also in building a connected
and trustworthy work environment. Throughout this presentation, we will explore the Dyadic Linkage Theory,
the roles of both leaders and followers in influencing LMX relationships, as well as the importance of
followership and delegation skills.
We hope this presentation will provide valuable insights into how leaders and members can work together to
create positive changes for the organization.

4-5 MC Introduce the Vertical Dyadic Linkage Theory:

First of all, we will look at the evolution of leadership theories, starting with the Vertical Dyadic Linkage
(VDL) Theory and progressing to the Leader-Member Exchange (LMX) Theory. Actually, the VDL Theory
was developed in order to highlight the unique, one-on-one interactions that leaders create with each team
member, rather than a broad approach to leadership. This fundamental principle evolved into the LMX Theory,
which underlines the importance of individual connections in creating trust, mutual respect, and commitment..

The basic premise of this theory is that over time, leaders will naturally develop different-quality
relationships with their various subordinates.

From this dynamic, two defined subgroups emerge within a team: the in-group and the out-group.

6 MC Summary the differences between In-Group & Out-Group:

In addition, we’ll examine the differences between in-group and out-group leadership as outlined by the
Vertical Dyadic Linkage Theory based on the above table. Leaders form distinct types of relationships with
team members, creating two primary groups.
For in-group, they enjoy a close, personal relationship with the leader, where decision-making often involves
the input and consensus of the team. Communication here is open and frequent, with a strong focus on
collaboration and cohesion. Conflict resolution typically involves open dialogue and negotiation, fostering a
sense of belonging and shared purpose. This style works well in startups, high-stress environments, and
creative projects where team cohesion is necessary.

On the other hand, the out-group has a more distant, professional rapport with the leader. Decisions are often
made unilaterally or based on data-driven criteria, with communication restricted to a need-to-know basis. This
group’s focus is on task completion and performance metrics, with conflicts handled through formal processes
or third-party mediation. Out-group leadership suits large organizations, culturally diverse teams, and
regulatory or compliance-heavy industries, where objectivity, efficiency, and performance-based rewards are
essential.
However, it may lead to lower engagement, decreased trust, and limited communication compared to the
in-group.
7 MC Also, to understand two primary groups, I will provide examples that highlight the difference between in-group and
out-group.Typically, having 2 members in a software development team.
Starting on the left, we have John, who is an in-group member. It can be seen that John is an exceptionally
talented programmer who has developed a close relationship with the team leader. Because he is responsible
and independent, often given important projects. He also attends strategic meetings, is granted access to
resources, and stands in for his colleagues by contributing regularly to tasks other than his formal
responsibilities.

Besides, the out-group member is Mike. Mike did not get along as well with team leaders and thus was given
less central or important tasks such as error checking and minor project repairs. He would receive less
exposure to meetings in which strategies are discussed, have less direct feedback, and key resources. Mike
performs just his specific task and avoids any side projects or activities with the group.

In short, these differences support the fact that in-group members generally have more opportunities, resources,
and influence within the team, while the out-group members may be under a more restricted role with fewer
opportunities for engagement and growth.

8 MC The next part,

The theory developed based on VDL Theory, is Leader-Member Exchange (LMX) Theory, which focuses on the
quality of relationships between leaders and their followers.

According to LMX Theory, the leader-follower relationship varies in quality, and this variation significantly impacts
outcomes such as performance and job satisfaction.

Over time, these relationships categorize team members into two groups: those with high-quality exchanges—typically
closer to the leader and more involved in decision-making—and those with low-quality exchanges, who experience a
more distant, transactional relationship.

9 MC
In this theory, it clearly see that the differences members in two groups

In high-quality exchanges, leaders and followers share open communication, provide support, and are more likely to
collaborate beyond formal requirements. This strengthens trust and leads to greater commitment, job satisfaction, and a
sense of inclusion within the team. High-quality LMX relationships are often seen in environments where teamwork and
personal development are prioritized, creating a supportive culture where members feel valued and motivated.

Conversely, low-quality exchanges may arise in situations where the relationship is limited to formal job duties, with
minimal personal interaction or trust. Followers in this category might have fewer opportunities for growth, less
involvement in decision-making, and a lower level of influence within the team. This can result in decreased motivation,
a lack of engagement, and potentially higher turnover.

We can better understand the real-world impact of high-quality and low-quality exchanges through examples that
illustrate the differences in these relationships and their outcomes.
 In a high-quality exchange, imagine a scenario where Sarah, a manager, builds a strong relationship with her employee,
Alex. They engage in strategic discussions, ask for Alex's input, and work on high-impact projects. This trust motivates
Alex to go further than his responsibilities, leading to increased commitment and job satisfaction. Sarah also provides
Alex with resources and mentorship, supporting his personal and professional growth. This relationship boosts Alex's
performance and team morale, as other team members see the benefits of engagement and proactiveness.

On the other hand, Mark, the supervisor, and Lisa, his employee, have a low-quality relationship characterized by
transactional exchanges and few possibilities for higher discussions. Mark's occasional and formal feedback, which
focuses on job performance, makes Lisa feel less engaged and driven, potentially leading to lower job satisfaction and
increased turnover rates. This lack of engagement can have a bad impact on Lisa's overall performance.

In summary, these examples highlight how high-quality exchanges create an inclusive, growth-oriented environment
where employees feel valued and motivated, while low-quality exchanges tend to foster disengagement and a more
transactional, limited approach to work. In order to build a connected, driven team, leaders need to try to develop
high-quality interactions with as many team members as feasible, according to the LMX Theory. Still, leaders must also
be aware of the time and resources required to successfully cultivate these connections.

10 MC Moreover, LMX helps us to understand the relationship between leaders and team members by highlighting
how the quality of their relationship may impact their workplace experience.
This figure captures some of the benefits of high LMX and the detriments of low LMX.
In high LMX relationships, for example, an employee has special treatment, increased communications about
the job, more availability of supervisors, and ongoing performance feedback. These facets make the work
environment supportive and engaging.
On the contrary, Low LMX relationships normally have limited supervisory trust and supportiveness;
minimal benefits beyond the formal employment contract are involved. The employees may feel isolated and
have little personal growth. These kinds of observations of the various facets of LMX can allow an
organization to develop better leader-member relationships, thus improving job satisfaction and productivity.

11 Tran
the responsibility of leaders and followers regarding the development of LMX within their organization.

So, what is the role of the leaders, they may build trust by creating opportunities to engage and also create a
strong relationship that helps raise, promote team performance. In building high-quality LMX, leaders are
encouraged to communicate openly, give feedback, provide resources, guidance and growth opportunities for
their followers.

On the right side, the role of the followers. Followers contribute to LMX through commitment and reliability.
and create LMX relationships through active participation and involvement. Some of the behaviors of
followers include taking initiative and responsibility, openness to feedback for continuous improvement, and
trusting by following commitments or rules/policy of the company.

The result of this research is that leaders and followers are both important in developing high-quality LMX
relationships, which “outcome” is having a positive impact on team performance and the development of
individuals.
12 Trân The next part discusses key criticisms of Leader-Member Exchange theory; to remind, this LMX Theory
focuses on the relationship quality between leaders and followers, aim to understand how these relationships
affect outcomes like productivity and job satisfaction. However, it is not the best theory, nothing is the best
solution for all situations, it still has criticism. Today, I’ll cover three main criticisms
The first one is the measurement method, using the LMX-7 questionnaire to collect the opinion from
followers or leaders to evaluate the quality of LMX theory. As you can see in this picture, which is a sample
of LMX-7 ques survey, employees or leaders may answer questions like: ‘How well does your leader
understand your job problems?’ and ‘How effective is your working relationship?’
Those questions are so problematic. This survey just asks questions solely from one's perspective, anh missed
out the others usually form the leader's side. As you studied before, leaders and followers are both important in
developing high-quality LMX relationships and leaders have a significant effect on follower’s behavior.
Question: How willing is your manager to support you through work-related difficulties?
looking at the interview of a manager, Sarah, who sees an employee, John, as reliable and capable, giving him
to make all decisions and just oversight a little on his tasks and John, on the other hand, feels Sarah doesn’t
offer enough guidance and feels her so distant. I think the problem with both of them is lack of communication.
So when engaging this survey questionnaire would only capture John's dissatisfaction, not Sarah’s view that
her leadership style is supportive. This situation could lead to misunderstandings and may not accurately
represent the relationship’s quality.

13 Trân Another major criticism is the attribution bias or favoritism towards the in-group members. Leaders may tend
to favor those they find easier to work with, which can lead to these members receiving better performance
evaluations, bonuses, or promotions. Out-group members, however, may perform equally well but lack the
same close personal relationship with the leader., leading to limit their chances for advancement and raise
questions about fairness and equality.
Question: "How fairly do you feel your manager evaluates your skills compared to others on the team?
For example, a manager might consistently assign high-visibility projects to in-group because they
communicate in a style the manager finds easier to relate to. (they have the same hobby) These in-group
members then receive better evaluations and more opportunities for growth. Meanwhile, equally skilled
out-group members, who may have different communication styles, miss out.
(t doc cai loi thoai)
Over time, this can create a biased track record that impacts career advancement

14 Trân Lastly, limited predictive power. While high-quality LMX relationships are generally thought to reduce
turnover and improve performance, research findings are inconsistent. In some studies, high LMX scores
predict lower turnover, while in others, there’s little to no effect.
Question:
Consider two departments in a retail company. In one, high LMX scores do correlate with lower turnover, as
employees feel more supported. However, in another, high LMX scores don’t prevent turnover, as external
factors, like pay and workload, play a larger role. This inconsistency suggests that LMX alone may not predict
outcomes as reliably as we might hope.

16 Bảo sau khi t doc xong tittle part 2 la chuyen slide.

 So, what factors affect its relationship? They are found on social exchanges, which mean there’s a mutual
give-and-take between the leader and the follower. This reciprocity is essential for the relationship to thrive.
According to LMX theory, a leader varies their behavior based on the quality of their interpersonal relationship
with each individual. This means that a leader might act differently with various team members, depending on
the strength of their relationship.

17 Bảo Tran has presented through the role of leader and follower, and now I will go into detail for both these roles.
First, i will talk about The Role of the Leader:
Followers associated with the social-based exchanges are more likely to exhibit greater organizational
citizenship behavior (OCB), Organizational citizenship behavior is defined as voluntary actions and
behaviors by employees that go beyond their formal job requirements. OCB takes many forms, for example,
you are helping a new employee learn the ins and outs of the workplace, or you are volunteering for
participation in team projects and business events like charity walks.
Followers who are perceived by the leader as diligent and willing to go the extra mile are likely to establish
higher-quality exchange relationships with the leader compared to those seen as lazy or unwilling to exert
additional effort.

18 Bảo Moreover, leaders need to create a work environment that can encourage positive exchange relationships
between group members. It will encourage strong connections among them and with the leader's ability to
foster positive exchange relationships.
Next, social identity also affects leadership. It aims to specify and predict the circumstances under which
individuals think of themselves as individuals or as group member social identity reflects the extent to which
members form close social connections within the group and how this influences their interactions with each
other.
For example, managers can celebrate when they reach the achievements and milestones, or they can encourage
their employee collaboration and communication more.
However, due to constraints on time and social resources, leaders cannot form close, positive LMX
relationships with all followers
=> So, they allocate their limited resources, resulting in in-group followers who enjoy high-quality
relationships and out-group with lower-quality

19 Bảo The second part we will go through the Role of the Follower:
While traditional leadership theories focused on the leader primarily, the latter was studied to formally
recognize the role of the follower in the leadership process.
A follower's behavior and attributes influence how the leader and other members perceive such a follower. For
example, a follower's feedback-seeking behavior and self-promoting personality can have a positive or
negative effect on the LMX relationship.
A proactive follower who takes the time to actively seek information and feedback about his or her role
expectations and how to successfully perform them sets the right tone for forming not just a working
relationship, but a high-quality relationship with the leader.
 Such followers show initiative even in areas outside their immediate responsibility, possess a strong sense of
commitment to work unit goals, and show a greater sense of responsibility for unit success. In short, they have
the right attitude. As the saying goes, "attitude affects altitude."

20 Bảo Proactive followers who want to form positive relationships with their leaders can employ any number of
tactics. Here we discuss three such tactics: impressions management, ingratiation, and self-promotion.
Effective followers can use these tactics to influence the relationship with their leaders
Impressions management is a follower's effort to project a favorable image to gain an immediate benefit or
improve a long-term relationship with the leader. There are two kinds of motives associated with follower
feedback-seeking behavior: The performance-driven motive is the follower's genuine attempt to seek
information from the leader that will help improve work performance, while the impressions-driven motive
refers to the desire to control how one appears to the leader.
For example, suppose I am the CEO of a successful company and often speak at conferences and events.
Despite my achievements, I choose to downplay my accomplishments and focus on sharing credit with my
team. During my speeches, I use stories to connect with the audience ⇒ While speaking in public, my
impression management style revolves around showing humility. By emphasizing the team’s
contributions, I aim to create a positive impression as a leader who values the efforts of others. This
helps me connect better with the audience and allows my team members to bring their best to the table.

21 Bảo Ingratiation is the effort to appear supportive, appreciative, and respectful. Ingratiatory influence tactics
include favor rendering and behavioral conformity to conform their behavior to the expectations of the leader.
Affection is positively related to the quality of the exchange relationship and the leader's assessment of the
follower's competence, loyalty, commitment, and work ethic. These tactics are valuable tools that can enhance
the visibility of the follower's strengths and performance.

22 Bảo Self-promotion is the effort to appear competent and dependable. By demonstrating dependability and aligning
values with the leader, followers can strengthen their relationship.
Positive perceptions of competence encourage leaders to provide support, delegate tasks, and engage in open
communication, further solidifying the LMX relationship.
Example: We want to try to earn a new certification at school, or attend more internship jobs and volunteer
work. And it will develop your relationship with their leaders.

23 KH
Next part I’ll be talking about followership—a crucial aspect of any organization that often receives less
attention than leadership but is equally essential for success.

24 KH
Firstly, what is Followership?
Followership refers to the behaviors and qualities that define how individuals support and interact with their
 leaders. A follower, in this context, is someone under the direct influence of a leader and plays a vital role in
shaping organizational dynamics through mutual influence.

Ex : In a group project, a student follows the guidance of the team leader by meeting deadlines, providing
feedback, and contributing ideas that align with the team’s goals. This student’s behavior supports the leader's
vision and improves the team’s work, reflecting mutual influence and collaboration essential to followership.

25 KH
Now, we move on to Types of Followers , the followers can be categorized into 5 types based on two main dimensions:
level of independent critical thinking and level of involvement.

26 KH
First of all , Alienated followers are independent thinkers but lack engagement. They’re often skeptical or feel
victimized and tend to distance themselves from actively supporting leadership.

○ Ex : In a group project, an alienated follower completes their assigned tasks but is disengaged and openly
critical of the team leader’s decisions. They feel their ideas aren’t valued, so they avoid participating in
discussions and instead express frustration to other teammates, creating an implicit negativity without
directly addressing issues with the leader. This attitude impacts team morale and limits collaboration.
The second , Passive followers are low in active engagement and critical thinking, require direction and often depend on
leaders to think and act on their behalf. They lack initiative and responsibility.
● Ex : In a group project, a passive follower does only what is assigned without showing initiative or
contributing ideas. They rely entirely on the team leader for direction and avoid taking responsibility for
any decisions. While they complete tasks, they’re often quiet in meetings and rarely give input, which
can slow down progress and place extra pressure on the leader to manage all aspects of the project

27 KH
Next , Effective followers—the gold standard in followership— as they operate highly in both active engagement and
independent critical thinking. These followers are willing to challenge leaders by thinking for themselves and providing
alternative solutions to what they disagree with. They work well with others, take on more responsibility than required
and work hard to support and accomplish organizational goals and leadership decisions.

○ Ex : In a group project or leadership course , an effective follower actively supports the team’s goals by
not only completing their tasks on time but also offering constructive feedback and ideas. They regularly
communicate with the team leader, ask clarifying questions to keep the project on track, and step in to
help others when needed. Their proactive attitude and willingness to collaborate make them a reliable
contributor, easing the leader’s workload and strengthening the team’s overall performance.

Pragmatic followers stay in the middle of the road as they have moderate levels of engagement and critical thinking.
These followers wait to see how things will play out before they act as they are uncommitted. They rarely do more than
is required of them and usually maintain the status quo.
 ● Ex : in a group project, Pragmatic Followers may observe how others handle initial tasks, ensuring the
approach is effective, before they contribute their own ideas. They prioritize practicality and efficiency,
choosing to follow established solutions rather than take risks with untested methods

The last ones, Conformist followers are eager to please others, they are high in active engagement but will
unquestioningly follow their leader, often saying ‘yes’ even when they may disagree.

● Ex : In a group project, if the team leader proposes a strategy or solution, conformist followers will
readily support it and contribute without offering alternative ideas or questioning the approach. They
value harmony and group cohesion, often focusing on maintaining positive group dynamics rather than
introducing new or conflicting perspectives.

28 KH
To be an effective follower, one needs a blend of key characteristics:

● Balance of obedience and critical thinking: They follow instructions while thoughtfully challenging decisions
when necessary, adding value to decision-making.
● Moral Integrity: Effective followers uphold their moral principles and voice concerns when they believe a
decision may be wrong.

29 KH
● Mutual Trust and Respect: They foster a trusting relationship with leaders, enabling open, constructive
communication.
● Self-Efficacy: Effective followers believe in their own abilities and contribute confidently to the team.
● Perception of Leadership: They engage actively when they see that their leader genuinely supports the
organization’s goals

30 KH
Here are some guidelines to enhance our effectiveness as followers:

● Support leaders in their goals and provide encouragement, especially during challenging times.
● Take initiative by identifying and solving issues proactively.
● Mentor leaders when possible, offering advice, especially to new leaders.
● Provide constructive feedback to raise concerns respectfully.
● Seek feedback from leaders to encourage personal growth.
● Clarify roles to avoid ambiguity and ensure responsibilities are well understood.
● Show appreciation for leaders’ efforts, fostering a positive environment.
● Keep leaders informed with accurate and timely information.
● Resist inappropriate influence and uphold integrity in all actions.

31 KH
Finally, followers can enhance their influence in several ways:
 ● Through the sources of power Position , such as personal, referent, expert, informational, or connection power,
followers can increase their influence within an organization
● Developing an internal locus of control allows followers to shape their own paths and influence others
effectively.
● Having a high level of education and experience strengthens one’s position and credibility, facilitating
collaboration with leaders and peers.

33 MA As you guys already know, one of the most difficult transitions for leaders to make is the shift from doing to
leading. As a new manager, usually you will have tons of work to deal with. Peers and bosses may even admire
your willingness to keep “rolling up your sleeves” to do things. But as your responsibilities become more
complex, the difference between an effective leader and a super-sized individual contributor with a leader’s
title is how you can prioritize which things you need to handle. This is the time you learn how to delegate. So,
what is delegation?

34 MA In simple terms, delegation is about assigning responsibility and authority to someone else to accomplish
specific objectives. For example, Hoa, a busy sales team manager, delegates scheduling and task prioritization
to her assistant, who is Nam. This helps Hoa to have more time to focus on strategic decisions, while Nam
handles day-to-day tasks smoothly. This example shows how effective delegation helps leaders focus on
higher-impact areas.

35 -36 MA Now, with the given definition, I have 2 questions for you
The first one is: “Imaging You are a marketing intern and in your job description, it requires you to do
the video editing to post on Facebook. If your manager tells you to perform this task every single week,
do you think it is Delegation ?”
The answer is No. Telling employees to perform the tasks that are part of their job design is issuing orders, not
delegating. Delegating refers to giving employees new tasks. The new task may become a part of a redesigned
job, or it may simply be a one time task.

37-38 MA Now, the second question for you is: What is the difference between Delegating and Dumping?
There’s a difference between delegating and dumping. To delegate is to entrust a task to someone. When you
delegate, you’re usually allowing a person to operate in their strengths and give them a chance to grow.
Dumping is having someone do something that you just don’t want to do. It is offloading tasks without
guidance or consideration, leaving the recipient overwhelmed and unsupported. Delegation empowers, while
dumping shifts responsibility without care.

39 MA After understanding what delegation is with some deep clarification, you can wonder how a leader can delegate
effectively, right?
So, before delegate any thing, there are 3 factors that a leader need to consider:
● The first one is Task: what types of task we should delegate, which will be discussed more detailed later
● The second one is Time requirement: when a leader should delegate
 ● The last one is Follower characteristics: what are characteristics of a follower that are suitable for the
task delegated
In general, it is said from the book that, a leader should delegate when:
● He or she has no time to do the high priority task while there are so many sub tasks
● He or she realizes that their followers desire more challenges and opportunities
● And when he or she can find the match between the tasks and their followers skill levels and
experiences
Do not worry, we will discuss more details later to help you understand!

40 MA Let’s move on to How can delegates bring benefits for us? Before finding out the answer, let’s see how a big
figure talks about Delegation!
Content from the video:
Delegation is crucial for impactful leadership, as demonstrated by Bill Gates' experience at Microsoft. Initially
hands-on, he learned to trust others, like Steve, to manage hiring and organization. This shift allowed him to
focus on vision and strategy, highlighting the importance of scaling and finding the right talent for growth.
In the video, Bill Gates discusses the importance of delegation in the context of Microsoft’s growth and his
personal development as a leader.

Regarding Benefits of Delegation for Microsoft, do you remember what Bill gate said?. So Bill gate said
that Delegation is helpful for 2 important situations of the company and Bill gates himself

1. The first one is Scalability: As Microsoft grew, the demand for software exceeded what Gates and his
initial team could produce. Delegation allowed the Bill Gate to let Steve (the new manager or leader) to
hire more skilled individuals and create effective teams, which was essential for meeting high demand.
2. Focus on Leadership: By delegating management tasks to capable leaders like Steve, Gates could
concentrate on higher-level strategic decisions and the overall vision for the company, rather than getting
bogged down in day-to-day operations.

41 MA So, similarly with Billgate perspectives, Delegation bring a lot benefit for a leader, which we divide them into
3 categories

For managers, it saves time for higher priorities. For employees, it boosts productivity, confidence, and
provides valuable skill development. For the organization, it creates a participative environment, enhances
communication, and allows everyone to contribute more effectively

42 MA From the video, you guys also heard that Bill gate got troubles when delegate, and yes, Delegation is not easy,
as it has so many barriers:
Some barriers that you can usually see are:
● Fear Of Losing Control And Lack Of Trust In Team Members
● Inability To Identify Suitable Tasks For Delegation: you don’t know what to delegate
 ● Reluctance To Let Go Of “What They Know Best”
● Concerns About Time Consumption: you fear that your follower will just only waste your time and so
on
● Enjoy certain projects and prefer not to reassign them
● Feel guilty about adding more work to another's to-do list

43 MA Delegating is not easy, so usually, the leader may take it too little. But How can leaders tell if they’re
delegating too little? If they’re frequently taking work home, feeling behind, or requiring employees to ask for
approval before acting, these are signs they might need to delegate more effectively.

44 MA I have a video to demonstrate to you guys a leader does not usually delegate so he does not know how to do it
effectively?
Content from the video: So as you see, the man in the video is the new manager, and he keeps all the work to
do alone. It is not because he does not want to delegate someone to help him, but because he’s scared that the
followers can make mistakes or something, so he decided to do it on his own, which eventually, becomes
overloaded and misses the important tasks. Now, you can see how Delegation is important for a leader, right.

45 MA
As I already mentioned, we will discuss in detail how to delegate effectively. So if a leader wants to delegate,
it’s important to make thoughtful decisions about what tasks to delegate, what tasks to keep, and whom to
delegate to

In terms of What to Delegate:

First, think about the tasks that you can actually delegate for your followers. Great tasks for delegation include:

○ Routine paperwork: These are tasks that don’t require high-level decision-making and can be easily taught.
○ Technical tasks: Sometimes a team member might be better suited for specific technical work if they have
the expertise.
○ Developmental tasks: This is one of the most powerful aspects of delegation. Assigning tasks that will help
employees develop new skills or expand their knowledge is beneficial for both the team member and the
organization.
2. What Not to Delegate
Just as important is understanding which tasks shouldn’t be delegated. Certain responsibilities remain best
within a leader’s control, such as:
○ Confidential personnel matters: Issues like performance reviews or sensitive employee relations are too
delicate and private to pass along.
○ Crises and high-stakes situations: During a crisis, it’s crucial for leaders to take charge directly since these
require quick decision-making and accountability.
○ Activities assigned to you personally: If a higher-up has assigned you a specific task due to your expertise
or role, it’s generally best to handle it yourself.
 3. Whom to Delegate To
Finally, deciding whom to delegate to is a critical part of making delegation work. It involves assessing the
skills, talents, and interests of team members. Here are a few considerations:
○ Capability to meet deadlines: Choose someone who has a reliable track record and can handle the task’s
time requirements.
○ Skill match and interest: Delegating a task that aligns with a person’s skills and interests not only increases
the likelihood of success but also boosts engagement. When team members feel trusted with meaningful
tasks, they’re often more motivated and perform better.

46 MA Delegation is not easy right, but fortunately, we have a model to practice that/
Remember that this model has 4 steps, which are
● Step 1: Explain the need for delegating and the reasons for selecting the employee.
● Step 2: Set objectives that define responsibility, level of authority, and deadline.
● Step 3. Develop a plan
● Step 4. Establish control checkpoints and hold employees accountable
And in order to understand these steps, I will work you guys through an example

47 MA Scenario: Delegating the Task of Organizing a Fundraising Event

Imagine that you are the president of a student organization, you're delegating the task of organizing a
fundraising event to Hoa, a fellow club member.
Step 1: Explain the need for delegating and the reasons for selecting the employee

● Explain the need for delegating: "Hoa, we need to organize a fundraising event to support our community
service project."
● Tell why the student was selected: "I chose you for your strong organizational skills and readiness for a
bigger responsibility."
● How the organization and student will benefit: "The event helps our club, and it’s a great opportunity for
you to develop leadership and event planning skills for your resume."

48 MA Step 2: Set objectives that define responsibility, level of authority, and deadline.
● Objectives: "Plan the event, including venue, volunteers, and promotion, to raise at least $500 by month’s
end."
● Authority level: "You can decide the theme, seek sponsorships, and assign tasks to club members."
● Deadline: "The event must be held by November 15th, with everything ready for review by November
8th."

49 MA Step 3. Develop a plan

● Resources needed: "You’ll need a venue, promotional materials, volunteers, and fundraising items like
raffle tickets or baked goods."
 ● Authority: "You can approach local businesses for donations and work with the marketing committee for
social media promotion."
● Informing all parties: "I’ll notify the marketing team and club members that you’re in charge and can
assign tasks."

50 MA Step 4. Establish control checkpoints and hold employees accountable

● Control checkpoints: "We’ll have two checkpoints—October 20th to review the plan and November 5th to
ensure readiness."
● Form of communication: "In-person meeting on October 20th, and email progress report by November
5th."
● Frequency of checks: "We’ll check in more frequently early on, and I’ll step back after the October 20th
meeting if all is on track."

51 MA Although being the leader for many times is an art that is very very difficult to master, as well as the
delegation, it is an art that being a leader, you need to spend a lot of time practicing. I found some books that
are very famous talking about Delegation that you guys can reference. Just find them and try to read one of
them. I believe that they will help you to have a much more diverse perspective on Delegation of a Leader.

52 MA The last part of our group is how a leader can evaluate an employee. And to create a Effective Evaluation And
Feedback for the Employees, ta leader should follow these 3 stages:
The first one is the Pre-Evaluation and Feedback
Before an evaluation, a leader should prepare thoroughly to ensure the session is productive. This includes
setting up an agenda with a specific time and place for the meeting and gathering accurate, detailed
information on the employee’s performance. This preparation helps ensure the feedback is well-organized and
based on factual insights.
The second one is During Evaluation and Feedback Session
In the actual feedback session, the leader should focus on being clear and constructive. Start by specifically
addressing any performance deficiencies and explaining how these issues impact the team or organization.
Encourage the employee to identify the reasons behind any challenges and suggest possible solutions. By
discussing actionable steps together, the leader and employee can arrive at a mutual agreement on how to
improve.
And the last one is Post-Evaluation and Feedback
After the session, the leader’s role is to follow up on the agreed action steps to ensure they are being
implemented. Try to support your employee as they work on their improvement goals. This ongoing support
can boost the employee’s confidence, showing that the leader is committed to their growth.

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