A supervisor is indefinite in assigning responsibilities for various phases of work. This action is most likely to result in:

• A. valuable training of subordinates in using their own initiative
• B. friction, misunderstanding and ineffective work
• C. the assuming of authority by those who are most willing to do so
• D. the work being done by the most capable of doing it

Answer: (D)

The situation tests how work gets done when delegation is unclear. When responsibilities for different phases aren’t explicitly assigned, the person who can act most decisively and who has the necessary competence will naturally step in to fill the gaps. With no one clearly directing each part, progress hinges on who is capable enough to organize, coordinate, and execute the work without waiting for instructions. That’s why the work tends to end up being done by the most capable person: they can see what needs to be done and take charge to get it done.

This isn’t primarily about training subordinates or giving everyone a chance to practice initiative, since that learning opportunity isn’t being structured or encouraged. It isn’t mainly about friction or misunderstandings, although those risks exist; in practice, the most reliable outcome under vague delegation is that the strongest performer shoulders the workload. It also isn’t just about those most willing to grab authority—capability is the key factor that determines who can effectively complete the work when directions aren’t explicit.