Abstract The purpose of this article is to examine how country workforce characteristics shape the willingness of managers to delegate authority to subordinates. Using data from worldwide surveys, we tested to what extent country-specific factors, such as workforce competence, motivation, and probity, shape the willingness of managers to grant decisional power to subordinates. The results show that the willingness to delegate across the 47 countries might be explained by a combined effect of workforce competence, motivation, and probity, labeled quality of country labor. It is argued that in countries where managers perceive that the labor quality is lower (lack of competence, motivation, and probity), the managerial willingness to hand over power to subordinates decreases. The findings of this study have both theoretical and practical implications for the managerial practice of firms doing business internationally. These findings will assist companies and managers to better understand why delegation might not work as expected in one country, whereas the same practice is both effective and indicated in other countries. Keywords: business environmentcountry workforceculturedelegationinternationalmanagerial practices