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The Effect of Delegation of Authority on Employee’s Performance
*1Paulina Suleman, 2Abiodun M. Jimoh, 3Yahuza M. Muhammed, 4Victor A. C. Biodun, 5Rilwan A.
Ajibade, 6Gabriel A. Sotade, 7Ahmed A. Ibrahim, 7Abdul Adamu, 8Olusegun Abel Oyinwola and 9Ajah
Tabitha Sunday
1 Department of Administrative, NTA Television College Jos, Nigeria
2Department of Finance, NTA Television College Jos, Nigeria
3Department of Mass Communication, NTA Television College Jos, Nigeria
4Department of Administrative, Federal College of Veterinary and Medical Laboratory Technology
Vom, Nigeria
5No1, Sapele Street, Garki 2 Abuja, Nigeria
6Molecular Biology Department, Federal College of Veterinary and Medical Laboratory Technology
Vom, Nigeria
7Faculty of Administration, Nasarawa State University, Keffi, Nigeria
8No 40, Venty Gardens and Court, Umar Yar’adua Way Airport Road, Abuja, Nigeria
9No 37 Muritala Mohammed Way, Jos, Nigeria
*Corresponding Author
DOI: https://doi.org/10.51244/IJRSI.2025.1210000027
Received: 23 Sep 2025; Accepted: 29 Sep 2025; Published: 30 October 2025
ABSTRACT
The purpose of this study was to examine “the effect of delegation of authority on employee’s performance”.
Delegation of authority is one of the modern trends practiced by managers. Its function stand out contributing
and increasing the level of motivation of employee’s and achieving positive returns for (an organization with a
manager) and (an employee with a customer) both. A survey design was adopted for the study. The results
revealed that management should show confidence on employees in terms of assigning some authority to carry
out higher responsibilities. Base on the findings, it was concluded that delegation of authority is not only
essential but necessary for the successful accomplishment of the organizational objectives thereby enhancing
high employee performance and productivity to the organization. It was recommended among others that
management should show confidence on employees in terms of assigning some authorities to carry out higher
responsibilities.
Keywords: Effect, Delegation, Authority, Employee’s performance
INTRODUCTION
Delegation of authority is one of the modern trends practiced by managers. Its function stands out contributing
and increasing the level of motivation of employees and achieving positive returns for (an organization with a
manager) and (an employee with a customer) both. On the level of an organization, it achieves competitive
advantage, knowledge inventory, increases the level of productivity and speed in finalizing tasks effectively.
On the level of the manager, it alleviates functional burdens, gains employee’s satisfaction and builds
cooperation and trust between the manager and employees giving a chance for manager to have full-time for
realizing more important work. So, it redness physical and intellectual efforts exerted by the manager and other
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employee’s (Kalian, 2010). On the level of an employees, it works on achieving functional empowerment,
constructing alternative and administrative leadership, making employees feel self-confident and motivated for
excellent performance. On the level of customer, it meets the need of customers rapidly and delivering or
providing the service will not be delayed due to delegation of authority. Giving the customer a higher level of
care and attention, building customer’s perception and creating loyalty and mutual respect for an organization
and production in which the organization produced (Gaurau, 2010).
It can be said that method of delegation of authority becomes an inevitable issue for every organization
whether in public or private sector. It is not optional due to many reasons because it has connected and brought
developments and changes to many organization including increasing their size and services. Managers have
been imposed for the necessity to have a way of helping employees in facilitating business affairs and
alleviating the burdens in which they are not tolerated, implemented and controlled by a manager (Allen,
2018). On the other hand, social and environmental transformation at organizations were differentiated by
centralism and subjecting to orders of managers without reluctance. Implementing processes and procedures
becomes more flexible, and free due to employees competency.
The results of applying this principle has helped employees to be enhanced, imposed different functional rights
for them, and necessity to transform from dictatorship to democratic associates with modern trends of
management and employees desires and wishes. In addition, managers will be able to maintain their job
position and preserve the process of facilitating business affairs, employee’s loyalty, enabling to be remained
and achieving performance.
Authorization can be defined as a distribution right of dispose and make decision in a specified range and to
the extent necessary to accomplish certain tasks entrusted by the manager which has some powers to his
assistants and give them the necessary authority to perform these tasks (Al-Ali & Moussawi, 2011). However,
from the above discussion, authorization is granting a part of authority for specific employee or teamwork to
perform particular tasks. They also take into consideration the responsibility of implementing the work. On the
other hand, authority can be defined as right or power to give orders and others obey liability for the way in
which obligations are discharged.
According to (Alaqi, 2018), authorization was defined as the right granting to an employee, enabling him
direct others and issuing rules and obligations that must be followed (Makawi, 2019).
Authorization is a permit to perform the work and achieve it correctly in appropriate way. In this case, many
managers prevent authorization for many reasons, these include employees distrust, knowing the way to
achieve work and perform it effectively (Makawi, 2019). In this case, authority delegation is considered a
response for requirements of democratic system allowing employees in all levels to participate in decision –
making to perform managerial business and division of work.
The work that any subordinate does in an organization is mostly the job that he or she has been delegated to do
by his or her supervisor in the organizations. Failure by managers can be due to poor or inefficient delegation.
A number of factors have led to this problem. These include:
The managers may unconsciously adopt the “indispensable man theory’ this means that he refuses to see
that other can do something as well as he can and as such he regards himself as indispensable in his
organization.
Unwillingness to let go for authority may be due to the desire to dominate and may also be due to the fact
that the managers feel indispensable to the organization.
Unwillingness to take calculated risks.
Unwillingness to give other people’s idea or a chance. When innovative idea had been suggested to the
manager, he does give such idea a chance even though such idea will be of benefit to the operation of the
organization.
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MATERIALS AND METHODS
The paper will provide in-depth insight on the effect of delegation of authority on employee’s performance.
Conceptual Framework
Delegation of authority is a must in succeeding the operations of the management to guarantee the outcomes.
In this case, high management authorizes some of its responsibility to executives in the fields of human
resource (Senyuta, 2013). Furthermore, necessity of authority delegation has appeared due to the reasons of
development in technology, its reflection to managerial development, and business diversity of an
organisation. Also, it is hard to implement all tasks and whole business by employees without taking support
and encouragement from high management. In this case, authority delegation is considered a response for
requirements of democratic system, allowing the managers in all levels to participate in decision – making to
perform managerial business and division of work (Kalim, 2013).
Perhaps the most important point that should be taken into consideration is that administrative work focuses on
defining the responsibility of an employee before the employer while using authority delegation. An employer
cannot evade his responsibility related to organizational activities despite the fact that responsibility is not able
to be authorized the right to dispose and take decisions in a specified range extent required to accomplish
certain tasks (Al-Shrqaui, 2014).
According to Al-Matoah in 2012, delegation of authority has played a basic role in achieving business fast. It
raises the morale among workers. It allows the chance for building employees and enables them to alternative
leadership and ability to manage organizations.
The study of Darwish (2010) diagnose the actual reality of the exercise of the powers delegated by the
organization research sample and its impact on the performance efficiency and identifying the concept of
delegation of authority as an act of administrative and positive role functionality in the efficiency of
organizations in general, and in particular, the organization surveyed among the most important results of the
research is to follow the tide of revelation inaccurate for people and committees that have been delegated
authority resulting in some of the directions that do not serve the administrative work in the surveyed
organization. The following recommendations were made.
The need to take into account of different official aides to select leading functions at ministries and official
departments.
The need to conduct training courses for the present leaders as well as conferences and workshops define
disadvantage of centralism and authority monopoly by managers.
The need to provide material and moral incentive for employees to accept the authorization, and that by
linking efficiently in the exercise of powers delegated to them material and moral incentives. Dent has
entrusted with certain administrative power for some aides who trust them and delegated authorities that
enable them to act for the performance of these term of reference efficiently and effectively.
Authorization is a permit to perform the work and the employer has ensure that authorization includes
achieving the work needed and omitting mistakes because the employee is responsible to perform the work and
achieve it correctly and appropriate way. Many managers prevent authorization for many reasons which
include employee’s distrust, knowing the way to achieve work and perform it effectively. They are seeking to
satisfy managers by feeling that management desires from them to perform the work and control all matters.
Delegation of Authority
Delegation of authority is the process of entrusting responsibility and decision-making power usually from an
individual to another within an organization. For the process to be successful, a worker must be able to obtain
the sources and operation of the delegation task. Empowerments of workforce and task delegation are closely
intertwined. Empowerment occurs when the upper–level employees share power with lower-level employees.
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This involves providing the training; tools and management support that employees need to accomplish a task.
Thus an enabled worker has both the authority and the capability to accomplish the work. Although authority
can be delegated, responsibility cannot. The person who delegates a task is ultimately assigned worker who is
accountable for meeting the goals and objectives of the task.
Furthermore, delegation of authority is the process of assigning responsibilities along with the needed
authority from a person of formal authority and responsibility to subordinates to carry out a specific activity.
According to Benson (2010), authority is defined as right conferred on some members of an organization to act
in a certain way over others. It is the comment of an organization structure, the thread that makes it possible
and the means by which groups of activities can be placed under an employee and co-ordination of
organization units can be promoted. It is the tool by which an employee is able to exercise discretion and
create atmosphere for improved performance.
Authority is delegated when a superior gives a subordinate discretion to make decision. Obviously, the
superior cannot delegate authority they do not have. Delegation involves risk and the risk the managers take
when delegating authority is adherent in the managerial job. If this can be acceptable to all managers, they
would be move in dined to delegate adequate authority for subordinates to accomplish their assignment
effectively and efficiently (Gregory, 2012).
Delegation of authority, therefore, gives employees the confidence to perform as expected, attain their personal
goals and thus makes an organization achieve its organizational goals. For this reason, authority should be
delegated to subordinates who will make decision within the area of their assigned duties.
Delegation of authority is an organizational process wherein, the manager divides his work among the
subordinates and gives them the responsibility to accomplish the respective tasks. Along with the
responsibility; he also shares the authority, i.e. the power to take decision with the subordinates, such that
responsibilities can be completed efficiently. In other words, delegation of authority involves the sharing of
authority downwards of the subordinates and checking their efficiency by making them accountable for their
doings.
In an organization, the manager has several responsibilities and work to do so. In order to reduce his burden,
certain responsibility and authority are delegated to the lower-levels i.e. to the subordinates, to get the work
done on the manager’s behalf. Under the delegation of authority, the manager does not surrender his authority
completely, but only shares certain responsibility with the subordinate and delegates that much authority which
is necessary to complete that responsibility.
Furthermore, process of delegation of authority involves;
Giving power to the subordinate to act independently but within the limits prescribed by the superior. Also,
it must comply with the provisions of the organizational policy, rules, and regulations.
Delegation does not mean that manager give up his authority, but certainly he shares some authority with
the subordinate essential to complete the responsibility entrusted to him.
The manager cannot delegate the authority which he himself does not possess. Also, he cannot delegate his
full authority to a subordinate.
Authority once delegated can be further expanded or withdrawn by the superior depending on the situation.
The delegation of authority may be oral or written, and may be specific or general.
The delegation is an act and must comply with all the fundamental rules of an organization.
The process of assigning specific work to individuals within the organization and giving them the right to
perform those work is delegation.
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Delegation of authority is one of the most significant concepts in management practice, which affects
managerial functions. Management is the act of getting things done through others and delegation means to
get the results through the subordinate.
The expansion of business volume and diversification of line of business makes it impracticable to handle all
the businesses by a single manager. Therefore, the concept of delegation of some managerial authority to
subordinates comes into practice in present day business organizations. Here, the manager delegates some of
his authority to his subordinates. This helps in developing feelings of dedication to the work among the
subordinates.
The top level management plays only the roles of a supervisor and visit them to provide guidance, suggestions
and instructions. It minimizes the work load of the top manager and also develops the overall working
efficiency of the organization.
Delegation is an administrative process of getting things done by others by giving them responsibility. All
important decisions are taken at the top level by board of directors. The execution is entrusted to chief
executive. The chief executive assigns the work to departmental managers who in turn delegate the authority to
their subordinates. Every superior delegates the authority to subordinate for getting a particular work done.
The process goes to the level where actual work is executed. The person who is made responsible for a
particular work is given the requisite authority for getting it done. There is a limit up to which a person can
supervise the subordinates.
A manager is not judged by the work he actually performs on his own but the work he get done through others.
Therefore, delegation of authority is assigning work to others and giving them the required authority to
perform the assigned task effectively. The concept of delegation has been developed due to the increase in the
size of business and its complexity. A manager needs to delegate some of his authority to subordinates along
with a specified responsibility. It is necessary to complete the work efficiently and effectively.
Characteristics of Delegation
Inclination is the assignment of authority to subordinates in a defined area and making them responsible for the
results. Delegation has the following characteristics;
Delegation takes place when a manager grants some of his powers to subordinates.
Delegation occurs only when the person delegating the authority himself has that authority i.e. a manager
must possess what he wants to delegates.
Only a part of authority is delegated to subordinates
A manager delegating authority can reduce, enhance or take it back. He exercise full control over the
activities of the subordinates even after delegation.
It is only the authority which is delegated and not the responsibility. A manager cannot abdicate
responsibility by delegating authority to subordinates (Al-Matouh & Ahmed, 2012).
Process of Effective Delegation
Michelle (2018) expressed that delegating is a great way to ensure that more tasks get done in less time, and it
also builds team capacity. Unfortunately, a lot of managers do not pay enough attention to the delegation
process, and thus fail to reap the benefits. There are six (6) steps to successfully delegating tasks. The problem
is that most managers only do one or two of them and then, when a task is not completed to their satisfaction
they complain that their employees are not good enough to get the job done. Getting an outstanding result from
delegating demands following a formula, only once this formula is mastered in it fair to evaluate whether you
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really have the right people for the job. The good news is that employees are rarely the problem. It is a lot
easier and much less expensive for a manager to learn a new approach than to replace staff.
However, she further stated that there are six (6) step to work through when delegating;
Prepare: employees cannot deliver quality results if the task delegated to them is not fully thought out, or if
expectations keep changing. Take the time and develop the discipline to map out exactly what you are
asking for. An ounce of prevention is worth a pound of cure.
Confirm understanding: one of the most common mistakes made in delegating is assuming that employees
understand what you want, rather than making sure that they do. Confirming understanding only takes about
60 seconds, but is the most important determinant of success or failure.
Confirm commitment: this is another part of the delegation process that most managers skip. They often just
assume that employees have accepted the tasks they have been given. The most important part of a relay
race is the handing of the baton to the next runner. Runners spend a huge amount of time learning this skill.
Commitment means making sure you are successfully hand over the baton. Confirm that employees are
committed to the expected results, and to the process that is been set out (including the schedule, budget,
and tools) and that their overall goals for the task are aligned with yours. Make sure they are aware of any
consequences (for the company and for themselves) that may result if they fail to deliver on the desired out
comes.
Avoid “reverse delegating”; many managers are extremely overworked. Sometimes, this is because their
employees are better at delegating than they are. Managers often end up completing tasks they had
delegated to others, because those tasks somehow end up back on their table. I call this “reverse delegation
to someone else. (If this is necessary, it likely means that not enough time was spent on the preparation
stage; and that time, resource, or other constraints have led to problems that you did not foresee). If an
employee reaches an impasse, treat it as learning opportunity. Coach the employee through it, making sure
he or she has the resources and knowledge needed to complete the task. That way, you will still be free to
focus on other things and the employee will be better equipped to carry out similar task in the future
(Michelle, 2018).
Ensure Accountability: Two-way communication is a key part of delegating. Finding out at the completion
date that a deliverable has not been completed or has been done unsatisfactorily is the nightmare scenario of
delegating. That is why you need to make your employees accountable for the task. Accountability is the
key to the process of delegation: it means employees are regularly communicating with you about the status
of the deliverable and the timing of delivery so that there are no surprises at the eleventh hour.
Source: (Michelle, 2018).
This was further expressed that delegation of authority comprises of four steps which are as follows:
Assignment of duties to subordinates: Before the actual delegation of authority, the delegator must decide
on the duties which he wants the subordinate or the group of subordinates to perform. Here, the manger lists
the activities to be performed along with the targets to be achieved, and the same is spelled out to the
subordinates. Thus, in the first stage, the duties are assigned to the subordinates as per their job roles.
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Transfer of authority to perform the duty: At this stage, an adequate authority is delegated to the
subordinate who is essential to perform the duty assigned to him. A manager must make sure; that authority
is strictly delegated just to perform the responsibility, as more authority may lead to its misuse by the
subordinate.
Acceptance of the assignment: At this stage, the subordinate either accepts or rejects the tasks assigned to
him by his superior, if the subordinate or the delegates refuses to accept the duty and the authority to
perform it, then the manager looks for the other person who is capable of and is willing to undertake the
assignment. Once the assignment gets accepted by the subordinate, the delegation process reaches its last
stage.
Accountability: The process of delegation of authority ends at the creation of an obligation on the part of
the subordinate to perform his responsibility within the powers assigned to him. Once the assignment is
accepted by the subordinate, then he becomes responsible for the completion of the duty and is accountable
to the superior for his performance. Thus, the process of delegation of authority begins with the duties
assigned to the subordinates and ends when the subordinate is obliged to carry out the operations as
intended (Michelle, 2018).
Types of Delegation
According to Aboqabu, & Abdul Salam (2013), delegation may be of the following types:
General or specific delegation: when authority is given to perform general managerial functions like
planning, organizing, directing, etc., the subordinate managers perform these functions and enjoy the
authority required to carry out thee responsibilities. The chief executive exercises overall control and guides
the subordinates from time to time. The specific delegation may relate to a particular functions or as
assigned task. The authority delegated to the production manager for carrying out this function will be a
specific delegation. Various departmental manager get specific authority to undertake their departmental
duties.
Formal or informal delegation: formal delegation of authority is the part of organizational structure.
Whenever a task is assigned to a person, the required authority is also given to him. This type of delegation
is part of the normal function of the organization. Every person is automatically given authority as per his
duties. When production manager gets powers to increase production, then it is a formal delegating of
authority.
Informal delegation does not arise due to position but according to circumstances. A person may undertake a
particular task not because he has been assigned but it’s necessary to do his normal work.
Lateral delegation: When a person is delegated an authority to accomplish a task, he may need the
assistance of a number of persons. It may take time to formally get assistance from these persons. He may
indirectly contact the persons to get their help for taking up the work by cutting short time of formal
delegation. When the authority is delegated informally, it is called lateral delegation.
Reserved authority and delegation authority: A delegator may not like to delegate every authority to the
subordinates. The authority which he keeps with him is called reserved authority and the authority which is
assigned to the subordinate is delegated authority.
Pre-requisites for Delegation
Frank (2017) stated that, every superior tries to retain as much authority as possible. The load of work or
circumstance may compel delegation downwards. If the authority is not willingly to delegate then it will not
bring desired results. It is important that appropriate authority should go downwards so that work is undertaken
smoothly and efficiently. The process of delegation will be complete only if following pre-requisites are
fulfilled.
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Willingness to delegate: The first prerequisite to delegation is the willingness of the superior to part with
his authority. Unless the superior is psychologically prepared to leave his authority, delegation will not be
effective. If a superior is forced to delegate authority downward without his sweet will, he will try to devise
methods to interfere with the subordinate’s working. He may over shadow the subordinate to such an extent
that every decision is implemented with the approval of the boss or performance may pass through him with
his close scrutiny. It will be better not to delegate authority unless the superior is mentally prepared to do
so.
Climate of trust and confidence: There should be a climate of trust and confidence among superiors and
subordinates. The subordinates should be given enough opportunities or real job situations where they use
their talent and experience. In case they make some mistakes, then superiors should guide and correct them.
The superiors should trust their subordinates and should not take them as their competitors. The climate of
trust and confidence will help the subordinates to learn and grow and this will help the process of
delegation.
Faith in subordinate: Sometimes, the superiors do not delegate authority with the fear that subordinate will
not be able to handle the job independently. They don’t have confident in the qualities of subordinates and
do not want to take risks. The superior may be over conscious of his skill and competence with the results.
The superiors should rather help them in learning the job properly. After all, the superiors also learnt many
things from their superiors and present subordinates are also to take up higher responsibilities. The climate
of faith will help the subordinates to learn the things faster and take up more responsibilities.
Fear of supervisors: There is often a fear among superiors that their subordinates may not over take them,
once they are given higher responsibility. This is a case of inferiority complex. The superior may give many
logics for delegating authority but this fear is one of the important causes. The superiors should avoid this
type of thinking and have positive attitude towards subordinates.
The subordinates should be encouraged to take up more responsibilities and they will have more respect for the
superiors and their ability to have faith in their subordinates and should rather help them in learning the job
properly. The climate of faith will help the subordinates to learn the things faster and take up more
responsibilities.
Benefit of Delegation
According to Frank (2017), effective delegation can benefit the manager, the employees, and the organization.
Perhaps the most important benefit for the company is a higher quality of work. Delegation can improve
quality of work by allowing the employees who have direct knowledge of product and services to make
decision and complete task. Quality can also improve through enhanced employee outcome, even though
responsibility ultimately rest with the individual who made the delegation.
Motivation should be enhanced as delegation enriches the workers job by expanding the types of tasks that are
involved in it. Furthermore;
i. It gives room for self-development by the subordinates.
ii. Delegation creates a sense of belonging, as the subordinates are involves in work process.
iii. It helps subordinates to make better decision: This means entrusting part of work of management to
subordinate and with the confidence that they can do it properly. Delegation as the process whereby an
individual or group transfers some authority of carrying out particular action and at the same time take
some particular decision.
According to Paul (2015), when a leader delegate responsibilities to others, it is more than just taking
something off of his or her table. It is an opportunity to grow someone in a remarkable way. Delegation is a
vital part of being a productive leader and organization. If you are not careful, you can run the risk of
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unproductive delegation – the kind that gets a task done but makes little long-term impact. He further stated
that when delegating, seek intermediate and long-term benefits in addition to short term gains.
Some benefits to consider and strive for in delegation process include:
Train and develop: A leader who is other-aware is always looking for opportunities to build his or her
team’s individual skills, identify each person’s needs and pair what needs to be done with what they need to
grow.
Build weaknesses as well as strengths: Delegated tasks can help someone take strength and stretch it
further. But some of the best growth comes when you give someone responsibility for an area or skill set
that needs further development. If you do not work on your leg strength, you can never be a good cyclist, if
you hesitate to work on people’s opportunity areas, they will never build those skills up and they may never
be well-rounded leaders at some point.
Stock tasks and projects to run towards the goals: Sometimes you delegate to give a task or project away
only to have the person come back for more and then the process repeats. Think about a projects life cycle
and identify all the potential opportunities to build momentum and consistency (any synergy) between the
project and the people involved. By stacking a number of items along a chain of goals, you will allow
someone to see the entire event through, one they may be proud to call their pet project, and possibly a
resume builder for their next promotion within your company.
Keep delegating along core values: What better way to align core values than to ensure that every task
done is set up to maintain and promote them? When you delegate, make sure you use this touch point to
drill down your values and keep people understanding and seeking the “why” of what your organization live
for.
Build connection to engage your team: A great way to help your people to network and build your
internal team is to give them projects that rely on interaction with other key departments and individuals.
These connections help support culture, develop team building and interaction skills, and break down walls
and silos that may exist within the company. You can thread people together through this process and
develop some solid inter departmental teams.
Give an opportunity to further your culture: When a task is completed, it meets goals, aligns values,
grows the business, makes profits, expands influence, and can create business. Find a cause to celebrate
your people and culture, and keep your culture in the forefront of every delegation opportunity. Good
leadership is about delegation, great leadership is about building by delegating.
Therefore, the process of delegation relieves the executives from involving himself in the day to day details of
running his particular function; thereby make way for subordinate to exercise some powers to improve
performance.
Reasons for Delegation
According to Paul (2015), the reasons for delegation are mainly practical, but some are idealistic. The practical
reasons are as follows:
Senior managers can be relieved of less important or less immediate responsibilities in order to concentrate
on more important duties.
Delegation enables decision to be taken nearer to the point of impact, and without the delays coursed by
frequent upwards.
Delegation gives managers the opportunity to experience decision – making and the consequence of their
decision.
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Delegation encourages manager to learn how to cope with responsibilities.
Delegation enables organizations to meet changing conditions more flexibility, especially at the boundaries
of their system idealistic reasons.
Delegation is a good thing for individual growth and contributes to employee morale.
Delegation is “the sine qua-none of empowerment”.
Delegation helps to enrich individual’s jobs and humanizes work.
According to Rawzaba (2017), many managers become discontented when they hear this words as it seems to
them that in delegation they will lose their authority, their power and their leadership. Lots of them feel the
need to do everything themselves lacking trust in other, or simply getting irritated by the tempo that others
work with which make them end up feeling stressed and overloaded. So they become swamped and
overwhelmed. The inability to delegate is one of the biggest problems of the managers at all levels.
Nevertheless, delegation is one of the most powerful tools for a successful business leader.
He further stated the following tips for why we should delegates:
Two is better than One: It seems that delegation can feel like more harass than its worth, however by
delegating, you can hugely expand the amount of work that you can deliver. By not delegating, you place a
heavy burden on yourself. You can become so overwhelmed that your functioning and your health suffer.
Delegating routine work will relieve some of your stress and give you more time to do your job.
Develop your skills as a manager: By delegating, you give yourself more time to work on your skills and
capacities. This will help you achieve your goals in less time and set up higher goals to reach. You will
become more efficient as the stress will be less, which means that your vision with be wider.
Increasing communication: Hierarchy between you and your team will diminish by delegating. They will
notice that you brought them to your level, which will make communication easier for you and them. In
addition, explaining tasks and sharing ideas together will lessen the distance between the team’s workers.
You will all be one unit doing its best for the benefit of all.
Collective success: In delegation, when reaching goals, the success will be the one of the whole team and
not an individual. A collective success will make the person feel as an entity with the company, and it will
empower the team to look forward to another success and another challenge to break. “At the end, an
empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to
personally succeed in a way that leads to collective organizational success”.
Delegate to build an efficient team: By delegating, you will give your team more confidence, making
them fell important and letting them show what they are capable of. This will result in appreciating you and
appreciate them, which will stimulate them, so they will work harder and become more dedicated to
reaching their targets. Delegation helps staff members to be more engaged as they feel that their managers
trusted them to succeed at the delegated tasks. They feel the urge to learn more and to work on their skills as
they are exposed to more challenges.
Preserving good skilled people in your team: Effective delegation empowers subordinates to make
decision and to feel their importance. They will be motivated to aim for higher achievements within the
same company. They will also feel satisfied and content, which will increase their loyalty and lower the risk
that they will start looking for jobs outside the company.
Delegate to save time: Actual time is one of the most valuable resource a company has in today’s world.
Effective delegation allows you the ability to maximize this that your company strives for as they say, “time
is money” as it decreases delays in achieving tasks, and it also decreases delays on those who are waiting on
you, as a manager, you are able to take more actions or make more decisions.
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Therefore, an investment in the effective delegation process needs to be seen as an investment not only in your
people but also in the long term’s health and success of your association. The fear of delegation is an illusion,
break it and you will have one of the greatest weapons to empower yourself and your team. Trust in yourself
and in your team then they will amaze you with how far they can reach, making you reach even further.
Elements of Delegation of Authority
According to Jawga (2016), delegation of authority involves the following three elements:
Assignment of responsibility: The first step in delegation is the assignment of work or duty to the
subordinate i.e. delegation of authority. The superior asks his subordinate to perform a particular task in a
given period of time. It is the description of the role assigned to the subordinate. Duties in terms of
functions or tasks to be performed constitute the basis of delegation process.
Grant of authority: The grant of authority is the second element of delegation. The delegator grants
authority to the subordinates so that the assigned task is accomplished. The delegation of responsibility with
authority is meaningless. The subordinate can only accomplish the work when he has the authority required
for completing that task. Authority is derived from responsibility. It is the power to order or command,
delegated from superior, to enable the subordinate to discharge his responsibility. The superior may transfer
it to enable the subordinate to complete his assigned work properly. There should be a balance between
authority and responsibility. The superior should delegate sufficient authority to do the assigned work.
Creation of accountability: Accountability is the obligation of a subordinate to perform the duties assigned
to him. The delegation creates an obligation on the subordinate to accomplish the task assigned to him by
the superior. When a work is assigned and authority is delegated then the accountability is the by–product
of this process.
The authority is transferred so that a particular work is completed as desired. This means that delegator has to
ensure the completion of assigned work. Authority flows downward whereas accountability flows upwards.
Tanuja (2018) expressed the elements of delegation of authority as:
Responsibility: The responsibility means, assigning the work to an individual. The managers assign certain
responsibility to the subordinate for the completion of certain tasks on his behalf. An individual has to apply
all his physical and mental ability to get the task completed efficiently. Here it is to be noted that manager
can only assign the responsibility, and in the case of the subordinate fouls, the manager will be answerable
to his seniors. Thus, the responsibility flows upwards.
Authority: To fulfill the responsibility, certain authority is delegated to the subordinate. Authority means
the power to take decisions. Hence, the manager along with the responsibility also delegates authority to
enable the subordinate to take decisions independently and accomplish the task efficiently. The authority
must be equal to the responsibility, this means, a certain level of authority is delegated which is sufficient to
complete the responsibility. The authority also flows upwards, as we go up in the scalar chain, the authority
increases.
Accountability: Accountability means, to check whether the subordinates are performing their
responsibilities in an expected manner or not. The accountability cannot be delegated which means, in the
case of non-completion of the task, the manager will only be held responsible for it, not the subordinates.
The accountability also flows upward, i.e. subordinates will be accountable to the manager and the manager
to his superior.
Thus, in order to get the task accomplished, the manager delegates some responsibility along with the certain
authority to his subordinate to exercise control and is held accountable for his operations only to the immediate
manager and not to the manager’s manager.
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Source: (Tanuja, 2008).
Principles of Delegation
According to Shekari in 2011, there are guides to delegation of authority and unless carefully recognized in
practice, delegation may be ineffective. Organisation may fail and managerial process may also be impeded.
He further stated that the principle of delegation include the following:
Principle of functional definition: The related or similar activities should be grouped together according to
enterprise function. When the definition of a position is clear than delegation of authority becomes simple.
In words of Koontz and O’Donnell “the more a position or a department has clear definitions or results
expected, activities to be under taken, organization authority delegated and authority and informational
relationships with other positions understood, the more adequately the individuals responsible can
contribute toward accomplishing enterprise objectives “it is very difficult to define a job and the authority
required to accomplish it. If the superior is not clear about the results expected then it becomes all the more
difficult.
Principle of unity of command: The basic management principle is that of unity of command. This
principle states that a subordinate should report only to single superior. This will give a sense of personal
responsibility. Although it is possible for a subordinate to receive orders from more superiors and report to
them but it creates more problems and difficulties. An obligation is essentially personal and authority
delegation by more than one person to an individual is likely to result in conflicts in both authority and
responsibility. This principle is also useful in the classification of authority-responsibility relationships.
Principle of delegation by results expected: The delegation of authority should be based on the basis of
result expected. The authority should be sufficient to achieve the desired results. If the authority is
insufficient then results will not be achieved. So there should be a balance between the results expected and
the authority required.
Principle of absoluteness of responsibility: The responsibility of a subordinate, once he has accepted the
work, is absolute to his superior. The responsibility of the superior does not decrease once he has delegated
authority. A person can delegate authority and not responsibility. He will remain accountable for the work
even if it is delegated to the subordinate. So the responsibility of superior and subordinate remains absolute.
Principle of parity of authority and responsibility: Since authority is the right to carry out assignments
and responsibility is the obligation to accomplish it, there should be a balance between the both. The
responsibility should bear logical relationship with authority delegated. The subordinate should not be
burdened with high performance responsibility with delegating enough authority. Sometimes the authority
is delegated but the concerned person is not made accountable for its proper use. This will be a case of poor
management. The parity between authority and responsibility will be essential for achieving efficiency.
Authority level principle: The principle that decision making should remain at the level at which authority
is delegated. The managers delegate authority to subordinates but have the temptation to make decisions for
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them. They should allow the subordinates to take their own decisions as per the authority delegated to them.
The delegation of authority will be effective only when it is clear and understandable to subordinates. The
subordinates should know the area of their decision making and should avoid the temptation of referring
thing to higher ups.
The Scalar principle: The scalar principle refers to the chain of direct authority relationships from superior
to subordinates throughout the organization. The ultimate authority must rest somewhere. Subordinates
must know to whom they should refer the matter if it is beyond their authority. The clearer the line of
authority from top manager to every subordinate, the more effective will be responsible decision-making.
Problems of Effective Delegation
The step taken for effective delegation of authority by senior managers plays an important role in determining
employee’s efficient performance of duties. However, fear of incompetence, low level of trust on the
subordinate skill, knowledge and effort by superiors have been a barrier for effective delegating responsibility.
Tanuja (2018) stated that though delegation enhances efficiency of the organization by dividing work amongst
organizational members (according to their capabilities). It is not free from obstacles. However, various
barriers to delegation can be group in three main headings; barriers related to superiors or delegator, barriers
related to subordinates or delegate and barriers related to organization.
Barriers related to superiors or delegator: Tanuja (2018) opined that, despite knowing how important it is
to delegate, superiors sometimes do not delegate works to subordinates because of the following reason;
i. Wanting to do things personally: Some managers do not delegate because they feel they can do the work
better than other since ultimate responsibility is that of the delegator, they prefer doing the work
themselves rather than getting it done through others. This also help in maintaining control over the
activities assigned to subordinates. The delegator enjoys doing the work and makes his importance felt in
the organization by showing his business in the office.
ii. Insecurity: If managers feel that subordinates perform better than them, they avoid delegation. The
exposure of their inabilities to take good decisions creates a feeling of insecurity. This happens in
organization where work procedures and methods are not sound. A weak operating system usually stops
the managers from revealing their short comings to the subordinates.
iii. Retention of power: Some managers like to take responsibility, make their importance felt by everyone in
the organization and want the subordinates to come to them to get their problems solved. Their desire to
retain power and dominate is a hindrance to the effective delegation process. Such managers are usually
autocratic in nature. They abstain from delegation and prefer to direct people personally.
iv. Lack of confidence in subordinates: The reward for risk is return, unless managers assume the risk of
subordinates not performing well, they cannot contribute to the development of skilled managers in future.
A manager who does not take risk in subordinate and lacks confidence in them will not be able to delegate
effectively. Delegation is based on trust between superior and subordinate. Negative attitude towards
subordinates obstructs delegation as superior lacks confidence in the ability of subordinates.
v. Unwillingness to set standards of control: Having delegates the duties, the managers remain accountable
for the overall performance of the work. They supervise the activities of the subordinates to ensure that
actual performance is in conformity with planned performance. A manager who fails to establish standards
of control will not be able to effectively delegate to subordinates.
vi. Personal factors: Autocratic managers usually do not delegate to keep tight control over the activities of
the subordinates. Democratic leaders prefer to delegate as they believe in participation of employees in the
decision–making process. Managers usually follow past precedents in creating an environment friendly to
delegation. If their managers delegate to them, they also trust their subordinate in making delegation
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effective. If their managers did not trust them in delegating the tasks, they also do not delegate the tasks
further.
Barriers Related to Subordinates
i. Lack of confidence: Some subordinates do not want to take responsibility for the fear of not being able to
perform well. They lack confidence and do not want to take any risk. They prefer to depend on their
bosses to make decisions.
ii. Fear of making mistake: Some subordinates fear that if they make mistakes in carrying out the delegated
responsibilities, their superiors will criticize them for unfavorable out comes. “This fear dissuades them
from taking added responsibility.
iii. Lack of incentives: Motivation (through financial and non-financial incentives) makes delegation
effective. Subordinates are reluctant to accept delegation in the absence of incentives.
iv. Absence of access to resource: If subordinates do not have access to resources (financial and non-
financial) to carry out their work, they will not accept delegation responsibilities. This happens when there
is delegation of responsibility without commensurate authority.
v. Convenience: Sometimes subordinates prefer the work is done by superior rather than assuming
responsibility for the same, for the sake of convenience, they simply want their bosses to make the
decision.
Barriers Related to Organization
i. Size of the organization: A small-sized organization will not have too many jobs to delegate to
subordinates. It is thus not responsive to delegation of tasks.
ii. No precedent of delegation: Merely because organizations have not earlier been following the practice of
delegation sometimes makes them continue with the practice of not delegating the jobs.
iii. Degree of centralization of decentralization: Efficient delegation is affected by the degree to which
organization distributes the decision-making power to various organizational units. A highly centralized
organization is obstructive to process of effective delegation.
Ways to Overcome Barriers to Delegation
Accept the need for delegation: When superiors are reluctant to delegate because they want to do everything
themselves rather than allowing subordinates to do, they should realize the need for delegation. In fact, more
the delegation, more successful will be an organization. Delegation multiplies the capacity of the managers.
What can be delegated must be delegated. Managers should do things which subordinates cannot do. This
develops their core competence and also the organization.
Develop confidence to subordinate: Rather than feeling that subordinates are not capable of accepting
responsibilities so that delegator does not take the risk of delegation, the delegator should understand that a
man learns through mistakes and if he commits mistakes, he shall try to find out solutions to the problem. If
subordinates make mistakes, superiors should guide them rather than not delegate at all. Trust towards
subordinates develops their commitment towards superiors. Committed subordinates develop loyalty,
delegation and positive contribution towards organizational growth. Delegation should be a continuous
process. Manager should tasks and express trust and confidence in them. This will boost their morale to
perform better in future. Delegation will be effective in the system of rewards, not penalties.
Communication: Where delegation becomes ineffective because subordinates do not have the information
for making decisions, an effective system of communication should be developed so that information flows
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freely from superior to subordinates. Well informed subordinates are an asset for the organization. They
can contribute to effective organizational decisions.
Motivation: Subordinates should be motivated to accept the responsibilities by providing reward (financial
and non-financial) like recognition, status etc. Assigning the whole job to one person can be motivating as it
reflects confidence in the subordinates. It also gives a sense of pride and satisfaction to the subordinates
who work to earn the credit for successful completion of the task. Non-commitment towards work has to be
converted into commitment through motivation, creating zeal, enthusiasm, ability and willingness to work.
Effective system of control: Some ultimate responsibility for the work assigned is that of the delegator, he
must ensure that subordinate performs well by setting achievable standard of performance against which
actual performance shall be measured. Delegator should keep check on the activities of delegates rather
than not delegate at all. Though control helps in monitoring the activities of subordinates, it should not be
strict in nature. Moderately lenient control system helps to achieve standards by control through exceptions.
Major deviation should be spotted by the managers and minor deviations should be corrected by the
subordinates themselves. Control helps in avoiding misuses of delegated authority.
Choose the right person for the right job: Lack of confidence in subordinates should be overcome by
dividing the workload into sub-units and assigning each sub-unit to persons most suitable for performing
them. The person selected should be able to perform the task assigned. If required, training facilities can be
provided to increase their understanding of the work. Working selection of delegates can put the
organizational operation to halt.
Freedom to subordinates: When managers accept the need for delegation, they must also give freedom to
make decisions with respect to the delegated tasks. Rather than not delegating at all or delegating less
responsibility for the fear of subordinates making mistakes, managers should give them authority to find
solution to their problems and learn not to make mistake in future.
Clarity of tasks: The responsibilities or the tasks delegated must be clearly defined in terms of results
expected out of those tasks. Knowing what is exactly expected of them will enable the subordinates perform
the delegated task better. Delegation is not done without purpose. It has to be properly planned to the
objectives desired to be achieved through delegation. Delegation should be done to achieve specific results.
Match job with the abilities of the subordinates: Round pegs in the round holes makes delegation
effective as the right job will be given to the right person. The task assigned should match the ability and
the capacity of the subordinates.
Open communication: Through delegation, authority are given to solve problems related to the assigned
tasks, yet, they should be allowed to freely discuss the problems with their delegators. Open communication
promotes delegation as both delegator and delegates can trust each other, explain their reservations, develop
confidence and security and make the need for delegation feel important for both the employer and
employee. Work is delegated and also performed well to the best of subordinate’s ability.
Monitor the critical deviation: Subordinate may make mistake, however, efficient they are at work. The
superiors should over look minor deviations and monitor only deviations in the tasks assigned. This
promotes of sense of responsibility amongst the employees.
Authority
According to (Awamleh, 2011), authority is also used on whom that is being employed in other to exact certain
action by the employee and must be willing to performs. In this regard, we have to assess the hierarchy of
authority and the functions which the hierarchy performs in the organizations. The amount of authority
delegated should be equal with responsibilities undertaken.
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Types of Authority
Practice today make consideration use of line staff and functional authority and various combinations, all these
types of authority can be found in almost every large organization. Early administrative writers made a
distinction between two forms of authority.
Line authority: Line authority is the most fundamental authority within an organization and reflects
existing superiors and subordinates relationship. Line authority is the right to make decisions and to give
orders concerning the productions, sale or finance related behavior of subordinates overall.
Staff authority: This the right possessed by staff unit or especially to advice, recommend, and counsel line
personnel. Staff authority is defined as the authority whose scope is limited by the absence of the right to
direct or command, to such auxiliary and facilitating activities as planned function authority.
According to (Alaqi, 2018), authorization can be defined as a distribution right of dispose and make decisions
in a specified range and to the extent necessary to accomplish certain tasks entrusted. The manager has some
power to his assistants and give them the necessary authority to perform these task. It is also defined as the
right granting to an employee to enable him direct others and issuing rules and obligations that must be
followed.
Authorization is a permit to perform the work and the employer has ensure that authorization includes
achieving the work needed and committing mistake because the employee is responsible to perform work and
achieve it correctly and in appropriate way. In this case, many manager prevent authorization for many reasons
which include employees distrust, knowing the way to achieve work and perform it effectively.
Principles of Authorization
Many authors such as Al-Helou (2010) stated that every executive has the responsibility of delegating
authority. The idea of delegation is to provide subordinate with a scope of authority appropriate to the
responsibilities they can undertake. Authority involves many principles which include;
i. Tasks and duties authorized shall be determined, clear, and explicit.
ii. Effectiveness of communications between an employee and employer.
iii. Selecting the employee correctly. Ability and sufficient if an employee are considered the requests of
effective authorization.
iv. Not to criticize employees, criticism makes subordinate resist accepting authorization for additional work. If
error has occurred, the imbalance should be explained in the same way that improves performance in long-
run outcomes.
v. Granting an employee sufficient power and authority to perform these duties, as well as giving him the right
to make decisions and issue instructions to carry out the duties and tasks.
vi. Be aware from transforming work between employee and employer.
Elements of Authorization
Tasks and duties: The manager authorizes a person or a group particular duties and tasks. These task may
be image of an activity in which an individual assigned or objectives have to be achieved by employees.
These tasks are established by the manager in order to authorize the work perfectly.
Authority: The legal right in issuing commends to be achieved and carried out by employees.
Responsibility: Vowing and commitment of the employee to carry out specific tasks and duties.
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Efficacy: Capability to use sources to achieve particular objectives.
Advantages of Authorization
Authorization achieves significant return of the organization with little cost. It saves time in all management
levels, achieves speed in performing managerial work, managerial flexibility, adopting with different
conditions and develop entrepreneurships of the employees.
Preparing future leaders to motivate the employees authorized on objective reasoning, comparing and
showing results and outcomes. It allows selection of future managers by conducting appropriate level test
for a job vacancy.
Authorization achieves significant return of the organization with little cost. It saves time in all
management levels, achieves speed in performing managerial work, managerial flexibility, adopting with
different conditions and develop entrepreneurship of the employees. It also brings new ideas and creates
wider area of thinking where more than one level takes place in achieving business collectively, so, the
outcomes will be improved.
Equity and social justice, where authorization is one of the factors of achieving social justice in which
power becomes an element of democracy (Jawqa, 2016).
How Delegation of Authority Motivate Employees.
Delegating authority to employees enhances satisfaction toward the work. Employee motivation has been
defined as the psychological forces that determine the direction of a person’s behavior in an organization.
The study found out that more task features motivate employee hence improving the quality of the product or
services that is provided and increase work satisfaction and motivation. Thus some combination of control and
incentive devices is needed to get the best performance. The standard approach is to extend more
responsibilities in order to motivate worker to be productive.
Furthermore, extending the more professional roles to employees may also lead to improved quality of work
such as work relationship at various levels, employees work motivation has shown to be important for their
intent to work and for their job satisfaction in different sectors. It has also been suggested that employees’
motivation influence the customers’ attitudes towards the firm, thus in order to ensure employees motivation at
work, delegating duties should be considered as one of the motivation factors.
How Delegation of Authority Enhances Leadership Succession
Effective delegation is crucial for management and leadership succession. For the successor and for the
manager, the main task of a manager in a growing thriving organization is ultimately to develop a successor.
When this happens, everyone can move on top on to higher things. If it fails to happen, the succession becomes
dependent on bringing in new ideas from the outside.
Delegating authority to subordinates makes them visionary in moving people towards shared dream, coaching
individual’s goals with organizational goals, affiliating people by creating harmony among them. Values
people input and gets commitment through participation, sooths fear by giving clear direction in an emergency
situation and meeting challenging exciting goals as this has a positive impact on the organizational culture and
the employee’s career goals.
It is the responsibility of every leader to create a succession plan that encompasses developing current staff and
providing on the job coaching, feedback and monitoring. When this is successful, everyone wins, including
current leadership, the organization as a whole and future leadership.
In view of this, it is paramount to empower employees through adequately assigning of more duties to expose
response to changes and equip them of becoming potential leaders whose ability can drive others towards
achieving personal and organizational goals.
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How Delegation of Authority Promote Employee Development
Encouraging employees to acquire new or advanced skills, knowledge, and points by providing higher role,
learning and training facilities and avenues where such new ideas can be applied is vital. Many supervisors use
delegation as a tool for developing employees through coaching and feedback. Supervisors should recognize
that they have an important role in providing employees with stretch assignments, or more challenging
opportunities to increase their skills.
Delegation can be used to expand an employee’s capabilities to be highly competent. This process takes time
and effort but it ultimately increases the employee’s valve to the team and organization. They benefit from
learning new skills and overcoming a challenging task. The goal of a manager is also to develop rising stars,
you can delegate tasks that will help them develop new skills and expand their capabilities.
Therefore, improving your employees makes them more productive and able to handle large challenges in the
future. The goal for every manager is to have a high performance team. Improving an employee using
delegation is one tool you can use in this pursuit.
CONCLUSION
Delegation of authority is very vital to an employee in any organizational structure for effective performance.
Delegation of authority is not only essential but necessary for the successful accomplishment of the
organizational objectives thereby, enhancing high employee performance and productivity to the organization.
This is because no organization can function without an efficient employee performance. Delegation of
authority has been x –rayed, viewing the role in enhancing the performance of employees towards achievement
of organizational objectives and goals.
It is obvious from the analysis made that delegation of authority is very vital for employees to function
efficiently in an organization. Employee cannot function effectively without been delegated task to do and
would fall short of achieving its objective.
RECOMMENDATIONS
Based on the finding made on the data collected, it was observed that delegating authority is a factor in human
capacity building in an organization. The study recommends that;
Delegating task for employee development should be used as criteria for promotion of staff which will help
in improving quality of services delivery in the organization; this will encourage them to be more serious in
delivering their duties.
Management should show confidence on employees in terms of assigning some authority to carry out
higher responsibilities.
The organization should make sure that each and every worker is given an opportunity to develop their
skills by assuming more challenging roles.
Management has to increase level of employees’ empowerment to be able to implement tasks individually
without referring to high management for saving time and effort and offering services for customers, being
ready for planning and strategies related to long run objectives of the organization.
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