{
  "schema": "vedokrok.public-item.v1",
  "release_id": "MHC-RPUB-20260920-75ad787a",
  "url": "/knowledge/pull-work-back-only-for-a-stated-risk-reason",
  "id": "MHC-D-RESEARCH-9095",
  "version": "0.1.0",
  "title": "Pull work back only for a stated risk reason",
  "summary": "Rescuing can solve today's task while destroying tomorrow's capability.",
  "kind": "heuristic",
  "body": "Before taking over, name the risk that cannot be managed through coaching, support or a narrower boundary. If no such risk exists, help the owner finish and learn.",
  "limits": [
    "Autonomy must be bounded by competence, risk, compliance and recoverability. High-consequence decisions may need explicit approval gates."
  ],
  "topics": [
    "union-lead-without-authority-stakeholder-systems"
  ],
  "intents": [],
  "source_ids": [
    "RS-409210A23B0E78D4"
  ],
  "evidence": [
    {
      "claim": "A meta-analysis based on 105 samples found empowering leadership positively related to performance, citizenship behavior and creativity at individual and team levels, while also identifying mediators and boundary conditions.",
      "source_id": "RS-409210A23B0E78D4",
      "role": "supports",
      "note": "The result does not support maximal delegation in high-risk work or when authority, competence and feedback are missing.",
      "locator": "Summary"
    }
  ],
  "use_when": [
    "When a leader is tempted to retake delegated work because doing it personally feels faster."
  ],
  "avoid_when": [
    "Autonomy must be bounded by competence, risk, compliance and recoverability. High-consequence decisions may need explicit approval gates."
  ],
  "example": "Instead of rewriting a colleague's analysis, the lead reviews the decision logic and lets the colleague present the corrected version.",
  "check": "Takeover decisions cite a risk threshold rather than impatience or style preference.",
  "sources": [
    {
      "id": "RS-409210A23B0E78D4",
      "title": "Empowering Leadership: A Meta-Analytic Examination of Incremental Contribution, Mediation, and Moderation",
      "url": "https://doi.org/10.1002/job.2220"
    }
  ],
  "relations": [
    {
      "from": "MHC-D-RESEARCH-9095",
      "to": "MHC-D-RESEARCH-9096",
      "type": "useful_with",
      "url": "/knowledge/rotate-ownership-where-complexity-benefits-from-shared-leadership"
    }
  ],
  "collections": [
    {
      "id": "RC-47952011564F7728",
      "title": "Lead without formal authority: stakeholder decisions, delegation, voice, and team learning",
      "url": "/collections/lead-without-formal-authority-stakeholder-decisions-delegation-voice-and-team-learning"
    }
  ]
}