The Journal of applied psychology
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Delegation is a critical tool for busy managers. Early delegation research suggests that managers are reluctant to delegate beyond a few highly competent employees or those with whom they have a strong relationship. Extending this line of research, we integrate signaling theory with a view of social networks as "prisms," to demonstrate the relevance of employees' network ties in the work unit for delegation. ⋯ These network ties, however, do not matter for delegation decisions when there are direct data to indicate that employees are highly competent or clearly poor performers. Our lab studies elucidate the mediating role of perceived reputation. Implications for theory and practice are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).