Daily delegation as an antidote to the negative consequences of ego depletion

Effective leadership requires constant exertion of self-control at work. Yet, it is not always the case that leaders can wake up on the right side of the bed, feeling recharged and energized. In this study, we examine whether and how leaders’ experiences of ego depletion before work influence their perceived work goal progress, and what they can do on a daily basis to counteract these effects. Drawing from integrated self-control model and research on delegation, we argue that before-work ego depletion negatively influences leaders’ attention at work, and further hinders their work goal progress. We further theorize that daily delegation can mitigate the negative consequences of before-work ego depletion. Across two studies using experience sampling methodology, our hypotheses are supported with data collected from leaders in China and the United Kingdom. Theoretical and practical implications are discussed.