The Advantages/benefits and Limitations of Delegation Authority in management

Delegation of Authority

Authority and responsibility always go together and they can not be separated. If for any reason, there is a separation, the work will suffer. The manager with authority but no responsibility becomes a director and a tyrant and it is dangerous because the final out come of their actions will not be to the interest of the organization. On the other hand, the manager with responsibility but no authority can not take decisions; neither will he be able to make use of organizational resources. It is a frustrating situation. That is why in designing the environment, it must be conductive. And one way to make it conducive is to equate authority with responsibility.

Definition of Delegation of Authority:

Delegation of authority is used to mean the granting of right and approval from a superior source to a subordinate to function within prescribed limits. It enables the subordinate to receive the authority to a accomplish tasks assigned to him. But delegation of authority is being given to the subordinate, the superior source at the same time still retains his original authority. This means that total delegation can not be done for this will amount to removing one’s responsibility. Again, no one can

 delegate the authority he des not possess. Before delegation of authority is made, that authority must first and foremost be seen in you even though it is only a part of it that you are delegating.


The entire concept of delegation starts with the assignment of tasks to subordinate. This is followed by provision of the requisite authority to accomplish the tasks. There should also be demand for responsibility. This means that there is accountability in delegation.

The Advantages/benefits of Delegation

The recognized advantages of delegation are :

1. It reduces the manger’s burden since a manager generally has responsibility for more tasks than he can perform. Delegation thus relieves the manager from performing duties of routine nature. He concentrates on more pressing things. 
2. The subordinate to whom the tasks is delegated to is being developed. This is because we learn by doing and it has often been said that experience is the best teacher. There are also benefits of participation in various executive programmes, seminars, workshops among others. All these and more would not have materialized if delegation was not effected . 
3. It provides continuity by making sure that once as employee leaves, another one takes over his position and performs the necessary tasks since he has been trained previously through delegation. 
4.  It makes it possible for the organization to expand because there will be a ready pool of tested officers (subordinates) that can be posted to man the new positions and roles that the organization has created. Though this, there will be no hasty arrangements for training in order to fill the new position neither will the organization fail to create necessary new roles simply because there are no subordinates to occupy the new positions and perform the new roles. 
5. Delegation of authority is also a source of motivation because subordinates are being developed through challenging tasks. Success completion of the tasks creates a sense of fulfillment and pride. There is recognition too and the subordinates naturally look forward for promotions which they get. 

Limitations of Delegation of Authority

There are also recognized disadvantages of delegations of authority. The main ones are the following:

1. Some managers will prefer to perform all activities by making all decisions. They want to be seen as the live-wire of the organization and nothing works without training and preparing subordinates for higher responsibility is not their priority. Such mangers are the type that gives assignments but no commensurate authority. Delegation will be of no advantage under such circumstance. 
2. Another problem which is disadvantageous is the desire by some managers to dominate and make their presence felt on every issue. They like to work under pressure and keep themselves busy with appointments and insisting that subordinates must approach them with every matter for approval. 
3. Some managers fail to delegate because they fell that the subordinates will make better decisions than the ones they would have made if there was no delegation. 
4.  Delegation is retrieved again by the unwillingness of some managers to accept risks which will occur if subordinates should make decisions. There fear is that the subordinate may take the wrong decisions. Their fear is that the subordinate may take wrong decision. 
5. Again another problem area of delegation is the reluctance of some subordinates to take higher responsibility because of fear of criticism, feeling of inadequacy and other negative attitudes.