Delegowanie zadań jako decyzja krytyczna w warunkach niepewności – ujęcie modelowe i empiryczne
Delegation as a critical decision under conditions of uncertainty – a modelling and empirical approach

Summary/Abstract: The aim of this article is to analyse the process of delegation as a decision-making act of vital importance under conditions of uncertainty, time pressure and hybrid threats. The study focuses on the link between delegation decisions and a leader’s emotional competence, the use of decision-making models (Recognition-Primed Decision – RPD, OODA loop) and the use of Decision Support Systems (DSS) in crisis environments. The study uses a theoretical analysis method with case study elements and a triangulation of sources, including decision-making models, psychological literature and observations of the practical functioning of teams. The results indicate the occurrence of typical errors in the delegation process in risk situations, such as transferring responsibility without authority, omitting to assess the competence of the person to whom tasks are delegated or lack of transparency in the formulation of expectations. The author’s analysis confirms that delegation under conditions of uncertainty requires consideration of cognitive, emotional and organisational factors. The findings of the study indicate the need for a phased approach to delegation and the creation of resilient decision-making structures in which the leader retains control but shares responsibility in an informed and strategic way. Limitations: qualitative nature of the 2023-2024 material, limited ability to generalise and lack of assessment of long-term effects.

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