Delegation of authority and the barriers to effective delegation

Meaning of delegation of authority

Delegation of authority is the passing of authority downward from a superior to a subordinate so that the subordinate can carry out an assigned task. A manager cannot do all the work alone; by delegating, he keeps for himself the part that only his position allows him to do well and gets subordinates to do the rest. Delegation has three linked elements: the superior entrusts responsibility (the duty to be done), grants authority (the right to use resources and take decisions for it), and creates accountability (the subordinate must answer for results against standards set in advance). Each party has its side. The subordinate is answerable to the superior for doing the delegated work well, while the superior remains accountable for the final outcome; authority passes down, but accountability to the superior cannot itself be delegated. Delegation is therefore not abdication, and the authority given can be taken back and given to someone else.

Despite its benefits, many managers hold back from delegating and many subordinates hold back from accepting.

Barriers that arise from the manager

1. Lack of confidence in subordinates. The manager doubts that subordinates have the knowledge and skill needed. In the short run this may be true, but in the long run it is no excuse for not training them; a manager with an inflated sense of his own worth gives subordinates very little freedom to act.
2. Lack of ability to delegate. Some managers are too disorganised or inflexible to plan ahead, decide which task should go to whom, and set up controls to monitor what subordinates do.
3. Insecurity. Because the manager answers for subordinates' actions, he may be unwilling to take chances; he may also fear losing power if a subordinate does the job too well.
4. Ready excuses. Claims such as I can do it better myself or it takes too long to explain often hide the real reasons above.

Barriers that arise from the subordinate

1. Too little incentive. Taking on delegated work usually means working harder under more pressure; without fair reward, subordinates may refuse.
2. Wish to avoid responsibility and risk. Some subordinates feel insecure and would rather the boss took every decision.
3. Fear of criticism. A subordinate who expects to be criticised, or even dismissed, for mistakes avoids accepting delegated work.

A branch head at a cooperative bank in Anand who insists on approving every small loan himself, while his officers avoid decisions for fear of blame, shows both kinds of barrier at once: customers wait, and the officers never learn.

Reducing the barriers

The most basic requirement is that managers give subordinates real freedom, accept that a problem can be solved in more than one way, and answer mistakes with more training rather than less delegation; better communication helps managers judge who can do what, and starting with simpler assignments and widening delegation over time builds trust on both sides. Authority should match the responsibility assigned: too much invites misuse, too little makes the subordinate ineffective.

Conclusion

Delegation fails when either side holds back out of fear or mistrust. When it works, the manager gains time for important matters and subordinates grow in skill and confidence.