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Managers resist delegation because most often there is no one to delegate to or pass on a baton. We as managers from the onset, do have someone we are mentoring or training to take our place. This could also be due to negative ideologies of fear and greed as many will suggest. It is important to understand the lifespan of people and even yourself and know that to have that continuity existing, there must be someone already prepared to take up your place or assist you when needed. Coaching and mentorship are not taught from the onset of managerial or entrepreneurial courses but at an advanced level, which is mostly late. Many get caught up in the workaholic stage and would just not let go, that is behavioural, but on the greater most reasons, it is because there is just no one equally qualified to take the role and be effective as you have been or were.
On the other hand, since subordinates have not been coached, mentored or to say it in a better way, brought closer to you as the manager, there is fear of failure. Subordinates may not have been taught to be themselves and take challenges which you know can bring the best of them. Managers should seek out credible delegates with time and bring them to understand what they are doing so that when such days comes, delegating will be very easy. Do not also delegate in order to set a comrade for yourself to sabotage someone or the organization. When people realized they will be used for a negative approach as a price to pay for you delegating them, they will not take up anything. Let people understand that they are chosen purely for their good deeds and not for any favours they have done for you.
