Barriers to effective delegation of authority, and how to remove them

Delegation in brief

Delegation is the passing of authority from a manager to a subordinate so that the subordinate can perform a task on the manager's behalf. Authority can be delegated and responsibility is accepted by the subordinate. Accountability works on both sides: the subordinate answers to the superior for doing the delegated work well, while the superior stays answerable for the final outcome, since accountability cannot be passed down. Delegation fails when either side holds back: many managers are unwilling to give authority, and many subordinates are unwilling to take it.

Barriers on the part of managers

1. No confidence in subordinates. The manager doubts that subordinates have the knowledge and skill for the task. This may be true for a while, but it is no reason to avoid training them; a manager with an inflated sense of his or her own worth restricts subordinates' freedom to act.
2. Insecurity. Since the manager is accountable for what subordinates do, he or she may be unwilling to take the risk, or may fear losing power if a subordinate does the job too well.
3. Lack of ability to delegate. Some managers are too disorganised or inflexible to plan ahead, to decide which task should go to whom, or to set up a system for monitoring what subordinates do.
4. Convenient excuses. Statements such as I can do it better myself or explaining it takes too long often hide the real reasons above.

Barriers on the part of subordinates

1. Too little incentive. Accepting authority usually means harder work under greater pressure; without fair reward, subordinates may decline it.
2. Fear of criticism. A subordinate who expects to be blamed, or even dismissed, for mistakes avoids taking on delegated work.
3. Wish to avoid responsibility. Some subordinates are insecure and prefer the boss to take every decision.

How the organisation can remove these barriers

1. Delegate step by step. Begin with simpler assignments and widen the degree of delegation over time, so that the manager learns to trust and the subordinate learns to carry more.
2. Improve communication. A manager who knows each subordinate's abilities can decide realistically what to hand to whom.
3. Answer mistakes with training. Errors will happen; the remedy is to train subordinates more, not to delegate less.
4. Give real freedom. Managers must accept that a problem can be solved in more than one way and let subordinates choose their own path.
5. Match authority to responsibility. Authority given should be equal to the responsibility assigned: too much invites misuse, too little makes the subordinate ineffective.
6. Reward the extra effort, so that taking on authority is worth the subordinate's while.

A regional sales head of a Pune consumer-durables firm who first lets area managers approve small dealer discounts, then larger ones, while reviewing results each month, is removing these barriers in practice.

Conclusion

Delegation breaks down through fear and mistrust on both sides. Training, communication, gradual widening of authority and fair reward replace that fear with confidence, and the manager gains time for more important work.