the assignment of direct authority and responsibility

What is Authority Delegation? Definition, Features, Steps, Principles, Importance, and Strategies

Table of Contents

What is Authority Delegation?

Authority delegation is the formal process where a manager empowers qualified subordinates within a chain of command by granting them decision-making rights and work responsibilities.

This technique allows employees to utilize a manager’s authority to efficiently achieve predetermined goals. It involves sharing specific authority and responsibilities to enable effective decision-making and resource usage.

The delegator, typically a manager, transfers a portion of their authority while retaining ultimate accountability. The delegated authority can be restored as needed. This practice streamlines operations amidst growing complexities, reducing managerial workload , enhancing employee satisfaction, and fostering skill development.

In essence, authority delegation involves transferring decision-making power and work responsibilities to qualified individuals to achieve organizational objectives effectively.

Characteristics of Authority Delegation

Let’s explore the five key characteristics of delegation of authority:

Legality for Autonomous Action

Authority delegation enables subordinates to act independently within specified managerial boundaries. This legalizes their actions within the prescribed limits set by superiors, granting them the autonomy to perform tasks without constant supervision.

Delegation of Partial Authority

Managers delegate only a portion of their overall authority, retaining ultimate control and not transferring the entirety of their decision-making power. This allows for a strategic sharing of responsibilities without relinquishing complete managerial control.

Non-Delegation of Accountability

While authority and responsibilities are delegated, ultimate accountability remains with the manager or delegator. Subordinates are responsible for their tasks, but the final accountability for outcomes or decisions cannot be shifted entirely to them.

Read More: Definition of Authority, Power, and Responsibility

Limited to Managerial Authority

It can only occur within the realm of authority that the manager possesses. They cannot delegate authority that falls outside their jurisdiction or exceeds their own authority level within the organization.

Potential for Restoration

The authority delegated to subordinates can be restored or adjusted by the manager based on evolving needs, performance, or changing circumstances. This flexibility allows for adaptability in the delegation process.

Steps in the Authority Delegation Process

For proper implementation of delegated authority, an appropriate delegation of authority is essential. Here are the six steps you can use to effectively delegate:

Define the Result

Before delegating authority, it’s crucial to communicate the expected outcomes clearly. Managers and subordinates need a shared understanding of the desired results. This involves outlining specific objectives, goals, and the intended impact of the delegated task. Clarity about the result sets the stage for effective delegation.

Read More: Authority Vs. Power

Assignment of Duties

Once the desired outcomes are established, the manager divides and assigns duties to individual subordinates. Tasks should be distributed considering each person’s skills, expertise, and capacity to ensure the most efficient and effective allocation of responsibilities.

Assign Authority

Assigning authority is pivotal in delegation. It involves granting decision-making rights and empowering subordinates to execute the assigned tasks. This step aligns the responsibilities with the necessary decision-making capabilities, ensuring the delegated authority matches the delegated tasks.

It is not complete until the subordinate accepts the assigned task. Acceptance signifies an understanding and willingness to undertake the responsibility. It’s crucial to align the delegated task with the employee’s interests, skills, and motivations to ensure enthusiastic acceptance.

Create Accountability

While the ultimate accountability remains with the manager, delegating authority brings a level of accountability to the subordinate. They’re answerable for the tasks they’ve been delegated. Establishing clear accountability ensures that the delegated tasks are taken seriously and completed with due diligence.

Read More: Time Departmentalization

Continuous Monitoring and Feedback

Effective delegation doesn’t end with task assignment; it involves ongoing monitoring and feedback. Managers should provide regular guidance, support, and feedback to ensure the tasks progress as intended. Regular check-ins allow for course corrections, address obstacles, and maintain alignment with the desired outcomes.

Elements of Authority Delegation

Authority, responsibility, and accountability are the three major elements of authority delegation.

Authority is the sanctioned power given to a manager or superior to direct actions, make decisions, and assign tasks within an organization. Delegation involves sharing this power with subordinates, enabling them to carry out specific tasks or make decisions within defined boundaries set by the manager.

Read More: Process Departmentalization

Responsibility

Responsibility is the obligation to perform assigned tasks effectively. When authority is delegated, responsibility for the successful completion of these tasks is also transferred to the individual or team to whom the tasks are assigned.

Accountability

Accountability involves the obligation to answer for the outcomes of actions or decisions made within the scope of the delegated authority and responsibility. It implies taking ownership of both successes and failures and explaining the results achieved. Ultimately, the manager retains ultimate accountability for the delegated tasks.

Principles of Effective Delegation

Effective delegation relies on several principles:

Clarity of Instructions

Clear and concise instructions should be provided when delegating tasks. This involves specifying what needs to be done, why it’s essential, the expected outcomes, and any relevant deadlines. Ensuring clarity prevents confusion and misunderstandings.

Read More: Geographical Departmentalization

Match Task to Skills

Assign tasks that align with the skills, capabilities, and expertise of the individual or team receiving the delegation. This principle ensures that the assigned tasks are within their capacity to perform efficiently and effectively.

Maintain Communication

Continuous and open communication is crucial. Regular updates, discussions, and avenues for clarification or guidance allow for progress tracking and addressing any issues that arise during task execution.

Balanced Authority and Responsibility

The balance between granting adequate authority and responsibility is critical. Ensuring that the delegated individual or team has sufficient authority to complete the task, but not overwhelming them with excessive responsibility, helps maintain a productive balance.

Provide Support and Feedback

Offer necessary support, guidance, and resources to aid in task completion. Additionally, providing constructive feedback at various stages of task completion fosters improvement, enhances learning, and encourages future successful delegation.

Read More: What is Customer Departmentalization?

Importance of Authority Delegation

Delegation is important in the workplace for various reasons.

Workload Management

Delegation helps distribute tasks among team members or subordinates, reducing the workload on a single individual. This allocation ensures that work is distributed evenly, preventing burnout and improving overall productivity.

Skill Enhancement and Empowerment

It provides opportunities for skill development and empowerment. Allowing individuals to handle diverse tasks fosters learning, and skill enhancement, and boosts confidence, enabling personal and professional growth.

Enhanced Efficiency and Time Management

Delegating tasks to competent individuals who possess the necessary skills leads to efficient completion. It frees up time for managers to focus on high-priority tasks, thereby optimizing time management within the organization.

Read More: What is Product Departmentalization?

Encouragement of Team Collaboration

Delegation encourages teamwork and collaboration. It builds a sense of trust among team members and promotes a collaborative work environment where individuals feel valued and involved in the organization’s objectives.

Leadership Development

Delegation cultivates leadership skills among individuals. It allows them to take charge, make decisions, and handle responsibilities, nurturing leadership qualities essential for future roles within the organization.

Facilitation of Succession Planning

Delegation aids in succession planning by identifying capable individuals within the organization. It prepares potential successors by providing them with opportunities to handle responsibilities and tasks that align with future roles. This ensures a smooth transition when changes in leadership occur.

Read More: What is Functional Departmentalization?

Barriers in Delegation

There are certain barriers that prevent effective delegation of authority in the workplace.

• Trust Issues: A lack of trust in team abilities inhibits delegation. Building trust through clear communication is vital.
• Control Concerns: Fear of losing control over outcomes hampers delegation, hindering team development.
• Confidence Gap: Doubts in team capabilities lead to hesitancy in delegating tasks effectively.
• Communication Lapses: Unclear task expectations and goals impede delegation due to confusion.
• Perfectionist Mindset: Managers aiming for perfection resist delegation, limiting team growth.
• Time Constraints: Overwhelmed managers may avoid delegating to save time and effort.
• Skill Limitations: Inadequate skills for delegation hinder effective task distribution.

Strategies For Effective Authority Delegation

Effective delegation hinges on fundamental strategies essential for successful task allocation and team development. Here are six strategies you can apply:

Clear Communication

At the core of delegation lies the necessity for crystal-clear communication. When tasks, expectations, and desired outcomes are explicitly communicated, confusion dissipates, and productivity skyrockets. Teams understand their roles, eliminating ambiguity.

Read More: What is Departmentalization? Definition

Identify Capabilities

Understanding team dynamics, strengths, and weaknesses allows for task allocation that leverages individual skills. Assigning tasks aligned with specific abilities enhances the chances of successful completion, fostering confidence among team members.

Training and Support

Empowerment through training and support is key. Equipping team members with the necessary skills and knowledge enables them to handle delegated tasks adeptly. Ongoing guidance instills confidence and ensures effective task execution.

Encourage Autonomy

Granting autonomy within predefined boundaries encourages team members to make decisions. This autonomy fosters creativity, innovation, and a sense of ownership, while simultaneously upholding accountability.

Regular Feedback

Consistent and constructive feedback on delegated tasks is crucial. It not only encourages improvement but also acknowledges positive efforts. Moreover, it aids in realigning objectives if necessary, fostering a culture of continuous improvement and growth within the team.

Read Next: Matrix Organizational Structure

By profession, Sujan Chaudhary is a BBA (Bachelor in Business Administration) graduate, and by passion a blogger. He loves to share his business knowledge with the rest of the world. While not writing, he will be found reading and exploring the world.

Leave a Comment Cancel reply

Save my name, email, and website in this browser for the next time I comment.

HR Daily Advisor

Practical HR Tips, News & Advice. Updated Daily.

Learning & Development

Delegation—understanding authority vs. responsibility.

Updated: Jul 5, 2018

anyaberkut / iStock / Getty Images Plus

Responsibility

Zuckerberg example, leave a reply cancel reply.

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

• Book a Speaker

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

Managers Must Delegate Effectively to Develop Employees

Planning can minimize poor performance

Managers have some tasks that they need to do, but their primary job is to make sure that others are doing what they have been assigned to accomplish the mission and goals of the organization. Effective managers know what responsibilities to delegate to allow themselves time to plan, to collaborate with others in the organization, and to monitor the performance of their employees, making sure to give them adequate feedback and development opportunities.

• The belief that employees cannot do the job as well as the manager can.
• The belief that it takes less time to do the work than it takes to delegate the responsibility.
• Lack of trust in employees’ motivation and commitment to quality.
• The need to make one’s self indispensable.
• The enjoyment of doing the work one’s self.
• Guilt associated with giving more work to an overworked staff.

Delegator’s Dozen: A Preparation Checklist

• Keep a delegation attitude. Ask yourself frequently: "Who else could do this?" Question every task, particularly those you have done for years.
• Define the desired outcome. Ask: "What is the result I want accomplished?" Learn to assign responsibility for achieving results rather than unloading tasks.
• Select the person. Consider more than one criterion when choosing to whom to delegate something. Some things to consider: Who has experience and skills? (Be careful not to overload this person.) Who needs to learn how to handle this responsibility? Who has the time to accept this responsibility? Who would like to have this opportunity?
• Get input from others. Ask for ideas about what to change, who to involve and how to define the results. Consult one’s own team, other managers who interact with the team, one’s boss and customers.
• Assign the responsibility and define the time factors. What is the deadline? When will you want progress reports?
• Provide training and guidance. Does the person need training before assuming this responsibility? What guidance will they need to succeed? Remember to allow them freedom for independent thinking.
• Define the authority level. How much power will they need? What kinds of power? Who else needs to know that this person has the authority to act? Be sure to inform them to assure cooperation with the employee.
• Agree about the control process. What kinds of controls are needed? How can one feel in control and still empower employees to act independently?
• Monitor progress. Pay attention and maintain control of the situation. Managers are still responsible for the success or failure of this person and for achieving the desired results.
• Provide feedback. Stay in touch, giving plenty of positive reinforcement and coaching when needed.
• Identify the lessons learned. What did the employee learn? What did you learn? Often, the person with the new responsibility will figure out better ways to get things done and such improvements need to be identified, documented and shared.
• Evaluate performance. Give the person helpful feedback. What did they do well? Where can they improve? How can the results be improved? How can the manager do a better job of helping them succeed?

Related Content

Rising Demand for Workforce AI Skills Leads to Calls for Upskilling

As artificial intelligence technology continues to develop, the demand for workers with the ability to work alongside and manage AI systems will increase. This means that workers who are not able to adapt and learn these new skills will be left behind in the job market.

Employers Want New Grads with AI Experience, Knowledge

A vast majority of U.S. professionals say students entering the workforce should have experience using AI and be prepared to use it in the workplace, and they expect higher education to play a critical role in that preparation.

Advertisement

Artificial Intelligence in the Workplace

​An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

New, trends and analysis, as well as breaking news alerts, to help HR professionals do their jobs better each business day.

Success title

Success caption

• Performance Management
• – Small Business Essentials
• – Performance Reviews
• – 360° Feedback
• Vacation Tracking
• Leadership Training
• Team Chartering
• Why SpriggHR?
• Security & Privacy
• Frequently Asked Questions
• Product Videos
• White Papers & Infographics
• Thought Leadership
• Request A Demo

Authority and Responsibility – How Do They Compare?

Emily Barr June 29, 2020 Alignment & Direction , Coaching & Leadership , Leaders

Share this Post

Independent Contractor or Employee? - Ask a Lawyer! 

Upcoming webinar - april 8, 2:00pm est / 11:00am pst, covid-19 - coping with legislative changes & working from home, upcoming webinar - march 20, 1:00pm est / 10:00am pst.

In an organization, efficiently dividing work among people and coordinating their duties and tasks towards a common objective should always be a central goal. Managers and employees alike will find an extra layer of job security, and overall company success, if they have a thorough understanding of two essential work concepts:  authority  and  responsibility . Success at work requires  both of them , not just one.  

In a hurry? Take the infographic to go!

Authority and responsibility.

Send download link to:

I consent to receive future White Papers, blog updates & other marketing communications from SpriggHR.

Authority and Responsibility: What Do They Mean?

What is authority  .

In simple terms, authority refers to the commanding of subordinates, the issuing of orders and instructions, and the process of exacting obedience from a workforce. While authority is defined as having the power to give orders and be obeyed, it also encompasses the power to make decisions on the organization’s behalf. As a result, whether or not someone in a position of authority acts hinges upon their own perception of the objectives of the organization.  

Usually, any official authority embedded into a job description is ineffective. While status and ranking influence the amount of leeway your subordinates have, authority is influenced largely by the individual characteristics of the leader. For example, the presence of leadership traits such as intelligence, experience, and creativity, are likely to influence the amount of respect garnered for your authority, thus increasing your power to command others.   

A manager needs authority. It makes their position real and  quantifiable, and  provides them the power to order their subordinates and get them to comply in accordance with the company’s objectives. Whenever there is a chain of superior-subordinate business relations in a company, it is  authority  that binds them and provides a framework for responsibility.   

What is Responsibility?  

Responsibility  refers to the state of being accountable or answerable for any obligation, trust,  or debt. It is the obligation to complete an assigned task on time, and to the best of your ability. While authority does not automatically come with every job, task, or duty, responsibility arises in every single position in a company. It is always some combination of tasks, duties, goals, objectives, teams, deadlines, and all other terms that describes what someone does at work.  Responsibility , is, essentially, the ability to respond to various work-related tasks, making it a universal facet of any job.   

Authority and Responsibility as a Character Trait  

Employees of any standing will have varying levels of innate initiative and leadership abilities. When an individual has a high amount of these qualities in their everyday work, they can easily create their own  authority and ensure the completion of their tasks is done properly and in a timely manner. These are the individuals who ask before they are told, who suggest and negotiate, who persuade through diplomacy, fact, and reason. These are the individuals who think through all possible options and scenarios, getting themselves ready for a delegation of authority from their boss should that conversation come. Instead of waiting for authority to be plopped into their laps by some higher-up, they are proactive and authoritative with themselves consistently.   

Authority and Responsibility: How Are They Connected?  

The relationship between authority and responsibility  .

Responsibility without authority is a common problem in organizations with uneven, inconsistent management. Individuals who end up with responsibility without authority will always find it much harder to  succeed and  will find themselves in trouble more frequently than those with a strong authority presence. This is largely due to the interconnectedness of authority and responsibility when it comes to making an organization successful as a whole. Proper authority exists to delegate tasks effectively in order to meet the organizational objectives. When there is no authority, the enforcement of duties and tasks falls to the wayside, and employee efforts stray from the path towards progress.   

If an individual is given some level of responsibility without sufficient authority enforcing that, they are likely not going to perform to the best of their  ability, and  could even fail to accomplish the task at all. However, the relationship between authority and responsibility is reciprocal. While sufficient authority should be a given, too much authority with a disproportionate amount of responsibility can also cause issues. If excess authority is delegated to an individual   without a matching amount of responsibility, then the delegated authority will be misused in one way or another.   

The Key Differences  

The objective of any management team is to establish a sound organizational structure, and the only way to do so is to have an effective authority and responsibility relationship embedded into the company. As we have already discussed, whenever authority is used, responsibility ensues. But what are the distinctions between these two concepts?  

In Conclusion  

Authority and responsibility are inherent to organizational roles and positions in very different  ways, but  are symbiotic and codependent enough to make them both critical points of focus for any successful company. While assigning certain responsibilities to an employee, the required amount of authority should also be bestowed on  them  so they are able to successfully complete it.  Essentially, the delegation of authority  can only be effective if it matches with the assigned responsibility.  

If an authority is given to an individual that is much greater than the responsibility, it ultimately results in the misuse of authority. Similarly, if responsibility is assigned that is greater than the authority provided with it, the tasks will not be carried out properly. The primary goal of managing the relationship between authority and responsibility in your business endeavors is to find the balance between the two. As a delegator of authority, it is your responsibility to find the right ratio of authority to responsibility that will yield a successful completion of tasks consistently across your workforce.  

Take the infographic to go!

Request a Free Demo

We'd love to show you around.

• Name * First Name Last Name
• Company Name *
• Size of Company * Select Size 5-50 51-150 151-300 301-500 501-750 751-1200 1200+
• Company Email *
• Email This field is for validation purposes and should be left unchanged.

Subscribe to our newsletter...

We'll keep you up to date with useful HR content, tips, and templates!

• First Name *

Privacy Overview

• Increase Font Size

18 Authority and Responsibility

1. Introduction:

Management is system of hierarchical relationship and organising as one of the functions of management provides a structure to this system. Organizing is the backbone of management. The word ‘organization’ is also used widely to connote a group of people and the structure of relationships.

According to Louis Allen “Organizing refers to the process of identifying and grouping work to be performed, defining and delegating responsibility and authority and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives.”

The aforesaid definition of organizing emphasizes upon the fact that: Defining responsibility. Delegating authority, establishing relationship between authority and responsibility are of soul of organizing. Organisation constitutes a formal structure with clear responsibility & definite authority. It determines the flow of authority and responsibility.

2. Authority:

Authority is the key to managerial functions. It is the right or the power assigned to an executive to achieve certain organizational objectives. Authority is right to direct others to get things done. Authority is a commanding force binding different individuals. It indicates the power of making decisions, giving orders and instructions to subordinates. e.g. a person may be entrusted authority regarding spending money, to assign work, making day to day plans, to issue materials, hiring employees or order merchandise etc. Without authority, a manager cannot get the work done through others.

According to Henry Fayol “Authority is the right to give order and the power to exact obedience”.

Koontz and O’Donnell defines authority as “the power to command, to act or not to act in a manner deemed by the possessor of the authority to further enterprise or departmental performance”.

Authority enables a manager to discharge his responsibilities. If a manager does not have adequate authority, he cannot perform these functions effectively. Authority empowers an individual to take decisions and to command and to exercise control over his subordinates for execution of policies and programmes. Authority is a legal power which is possessed by a person from his superior officers and with the help of which he succeeds in getting the things done by his sub-ordinates. Authority makes possible the compliance of the orders which would merely be words in the absence if authority. Authority flows downwards. Authority is delegated from above but must be accepted from below i.e. by the subordinates.

2.1 Authority Characteristics

The following are the characteristics of authority:

1. Legitimacy:

Legitimate power is called authority. To be effective, authority should always be legitimate otherwise, it will not be obeyed. Authority is vested to an individual by the virtue of his the position in the organisation.

2. Dominance:

An individual or a group which possesses authority exercises dominance over other. Authority determines superior subordinate relationship. Authority decreases as one moves down in the hierarchy.

3. Accountability:

The individual who possess authority is liable to superior for fulfilling his obligations by using such authority Accountability is the most significant characteristic of authority. Accountability ensures performance according to standards.

4. Authority flows Downward :

Authority is a downward flowing concept. The lower we go down in the hierarchy, the lesser is the authority. Higher authority is enjoyed by higher organisational positions. Authority establishes superiority.

5. Delegation of Authority :

Authority flows from the higher level to the lower levels. Authority can be delegated to the lower levels in the organization for sharing the work load of the superior. But one thing must be noted that even though authority can be delegated but the responsibility of performance of obligation always lies with the delegator.

6. Parity of Authority and responsibility:

Authority should never be assigned without responsibility. Authority and responsibility should go together. Authority must be equal to Responsibility. This is also one of the fourteen principles of management advocated by Fayol. Responsibility and authority are closely linked. A manager can fulfil his responsibility only if he has adequate authority to perform that task. An employee must be clear about what is expected of him.

If authority is greater than responsibility ,then this could result in autocratic behaviour and misuse his authority. Similarly, if responsibility is greater than authority, then this could result in frustration as discharge of responsibilities is not possible without adequate authority. e.g. if a manager has been assigned the responsibility to purchases raw material but has not been given any authority to make the financial commitments regarding the payment of such purchases, this would frustrate the manager as he could not accomplish the desired goal effectively but would be held answerable for the act which was beyond his authority.

Figure 1: Depicting balance between Authority and Responsibility.

Imbalance of authority and responsibility will hamper the achievement of the organizational goals. It may also strain the relations between management and employees.

2.2 Difference between ‘Authority’ and ‘Power’

Generally the word power and authority are used interchangeably. But there is a clear-cut difference between the two. Power is a much broader concept than authority. Koontz. et al defines Power as “the ability of individuals or groups to induce or influence the beliefs or actions of other persons or groups”. The points of difference between power and authority are as follows:

1. Right to Command : Authority is the right to command where as power is the ability to command.

2. Right to Exercise : Authority arises out of a the organisational position whereas, power is exercised by the person .

3. Positional and Legitimate : Authority is the legitimate power. Authority is associated with the position of a person in the organisation. But power is not institutional, rather it is personal. It may be acquired through any means. May it be political, monetary power or because of personal attributes.

4. Authority Increases : Authority is associated with organisational position so it increases as one goes up in the organizational hierarchy, but it need not be the case with the power.

5. Authority a Downward Concept : Authority is a downward flowing concept, whereas power flows in all directions.

3. Responsibility

Responsibility is the duty to perform an assigned task. Fayol held that authority flows from responsibility. Managers who have been assigned responsibility should also be given adequate authority for the discharge of their obligations.

In the words of Theo Haimann , “Responsibility is the obligation of a subordinate to perform the duty as required by his superior”.

McFarland defines responsibility as “the duties and activities assigned to a position or an executive”.

3.1 Features of Responsibility:

1. Responsibility is to assign duty to human beings only.

2. Responsibility is the obligation of a subordinate to properly perform the assigned duty.

3. It arises from superior subordinate relationship

4. Responsibility flows upward. A subordinate is always responsible to his superior.

5. Responsibility cannot be delegated.

6. The person accepting responsibility is accountable for the performance of assigned duties.

7. It is hard to fulfill responsibility without authority.

4. Difference between Authority and Responsibility

5. Delegation of Authority

There is a wise saying, “Nothing is impossible if you can delegate.” People who know what, how and when to delegate can achieve great results. Delegation refers to the transfer of duties/responsibilities by a superior to his subordinates along with the requisite authority to accomplish the job assigned.

One of the important features of delegation is that although the superior can delegate his authority to the subordinate for the accomplishment of desired objectives but the ultimate responsibility of the task rests with the superior. The superior cannot escape from his responsibility for non satisfactory performance. The superior is accountable for the performance of his subordinate to his own superiors.

E.F.L. Brech has said – “Delegation is a process of sharing a few or all of the four elements of the management process, i.e. command, planning, co-ordination and control”. He also said that the delegation is not a question of issuing instructions but is a bringing down of the executive’s responsibility and transmission of part or all of it to other persons.

A manager alone cannot perform all the work. Delegation enlarges the capacity of a manager through sharing of workload. Without delegation organization structure becomes useless. Management of organization becomes impossible without delegation.

Delegation begins with sharing of responsibilities with the subordinates along with assigning the requisite authority so that his subordinates can perform the work effectively. The manager charges the subordinate with accountability for the work assigned and this whole process is known as delegation.

Good delegation is about balancing responsibility, authority and accountability.

5.1 Merits of Delegation

(i) Reduces work load: A manager by delegating the authority can reduce his work load. Since he cannot handle all work by himself, he can delegate the work which can be handled by his subordinates and can concentrate on more important works. Delegation helps in concentrating on more important works.

(ii) It trains subordinates for future responsibilities: Delegation also helps in developing the personnel within the organization. It trains them for the future responsibilities as they gain experience of work related to higher position.

(iii) Effective management: Through delegation, a manager can concentrate on important works and can delegate the routine work to the subordinates. Thus, it reduces the work load and avoids the wastage of time on less important work and concentrate on more important matters.

(iv) It develops increased sense of responsibility: Delegation of authority motivates the subordinates. They feel motivated to know that his abilities are recognized and they are trusted upon by their superiors. This improves his performance. Delegation works as a motivator for employees with higher level needs.

(v) Avoids delay: Delegation helps in taking timely decisions. The superiors can concentrate on more important matters and the less important matters can be handled by the superiors. Thus, the word load of superior gets divided and hence timely decisions could be taken.

(vi) Basis of Management Hierarchy: Delegation establishes superior-subordinate relationship which is the base for hierarchy of managers. Superiors delegate only when they have trust in subordinates. So delegation improves the relations between superiors and subordinates.

5.2 Difficulties In Delegation

Obstacles /barriers for delegation can be i) On the part of superiors as well as ii) on the part of subordinates.

5.2.1 Some of the reasons managers have difficulty delegating authority include:

1. Lack of trust on superior: A superior may hesitate to delegate under the fear that employees will not be able to perform as efficient as he himself could.

2. Fear of better performance by the sub-ordinate: Sometimes, executives hesitate to delegate on account of the fear of losing his authority. The subordinate might be efficient and superior does not delegate fearing that he will perform better than the superior . No executive would like to delegate when he feels that his subordinate may surpass him.

3. Fear of losing control over subordinate: Executive know that once authority is delegated they will loose the grip over their subordinates and hence hesitate to delegate.

4. Lack of time : Sometimes, the superior is too busy with his day to day work that he donot get any time to delegate.

5. Don’t know how to delegate: Delegation also becomes difficult when the superior doesnot know how to delegate the authority.

5.2.2. The obstacles in delegation on part of subordinates include:

1. Fear of criticism

2. Absence of self confidence

3. Difficulty in decision making

4. Lack of information

5. Interference by superiors.

6. Poor superior- subordinate relationship.

7. Absence of positive incentives.

5.3 Principles of Delegation

The following principles may be considered as essential for effective delegation of authority :

1. Proper Planning : Delegation of authority should be with proper planning. The objectives to be achieved should be very clear along with the plans and functions to achieve those objectives. Only then there can be proper delegation as it would be clear as to what is required to be performed by each and every person and what authority is required to be given.

2. Reward for delivering excellent results :Effective and successful delegation of authority must be rewarded. This will provide a proper environmental climate for fuller delegation and effective assumption of authority.

3. Select appropriate subordinate of delegation : The subordinate selected should be capable of handling the authority assigned to him. His skills and qualification should be appropriate according to the task. This is the purpose of the managerial function of staffing, most carefully considered.

4. Maintain parity of authority and responsibility: There should be parity of Authority and responsibility. A person cannot be held responsible for performance of certain task for which he had inadequate authority.

5. Establish accountability: Along with authority and responsibility, accountability of the subordinate should also be established. He should be answerable for the achievement of desired results. For Example, A sales manager, charged with the responsibility of increasing sales of company’s product should be given authority to hire competent salesmen, pay wages and incentives, allow concessions, within specified limits. The subordinate should be made answerable for the proper performance of the assigned and for the exercise of the delegated authority. The extent of accountability depends upon the extent of delegated authority and responsibility. He is accountable only to his immediate superior. However, with delegation, superior cannot escape from his responsibility and accountability to his own superior for performance by his subordinate. Thus responsibility and accountability cannot be delegated.

6. Ensure Unity of Command : Unity of Command ensures that there is only superior to whom the subordinate is accountable. This is necessary to avoid confusion and friction.

7. Maintain adequate communication: There should be free and continuous flow of information between the superior and the subordinate so that time to time relevant information may be furnished to him for decision making.

8. No interference with subordinates’ authority: The subordinate to whom authority is delegated must feel free to use his authority. He should take it as an opportunity for growth and development rather than as the fear of being punished. However superior could review progress mentor and advise but should not interfere with day to- day functioning of the subordinates.

5.4. Delegation Process

First of all we wil discus the process of delegation. Fig 2 shows the various steps in the process of delegation

Figure 2: Delegation Process

As a first step, the manager is assigned with the responsibility to do a work. He should be made clear as to what is expected of him . After that, he is granted with the authority which empowers him to fulfil is obligation. After responsibility and authority are assigneed, the last step is creating accountability. He is made answerable for a particular activity or action. this way delegation is made.

5.5 Elements of Delegation

There are three elements of delegation:

i. Responsibility

ii. Authority

iii. Accountability

1. Responsibility: Responsibility means the obligation of the individual for the work assigned to him.. The process of delegation begins when manager passes on some of his duties to his subordinates. After a superior share some of his duties with the subordinate, the subordinate becomes responsible to him for the work assigned, but the superior also remains responsible for the performance of that work to his own boss. So here we can see that two types of responsibilities have been created:

Operational responsibility : It is the responsibility of the delegatee ( subordinate) to the delegator( superior)

Ultimate responsibility: It is the responsibility of the superior to his own boss for the achievement of the goals. In this case, if the subordinate to whom responsibility has been delegated could not perform his obligation, then the superior cannot escape from his responsibility on excuse that it was not his but his subordinates’ fault. Thus, responsibility is absolute and flows upwards.

2. Authority: Authority means power to take decision. To carry on the responsibilities that have been assigned to him, every employee needs to have adequate authority. So, when responsibilities are assigned to an individual, appropriate authority is also delegated to him so that smooth performance of the responsibilities could be assured.

3. Accountability: To be accountable means to be liable for a particular activity or action. This liability gets created because the organisation also provides authority to carry out the responsibilities. Authority may be in form of decision making for use of organisational resources etc. Accountability is created to ensure that the employees or subordinatesachieve the desired results. Performance is measured and compared with the standards under Accountability.

Like responsibility, Accountability is also absolute. It cannot be passed or delegated. A superior cannot escape from his accountability to his own superior even after delegation.

5.5.1 Features of Accountability:

1. Accountability is the answerability for the expected result.

2. It cannot be delegated or passed.

3. Like responsibility, accountability also flows upward.

4. Accountability is not same as blame.

5. Authority, Responsibility and Accountability are Inter-related. Fig 3 below depicts the relation between the three.

5.5.2. Prerequisites of an effective accountability system

For effective accountability system:

1. Responsibility should be clearly specified. An employee must know what is expected from him.

2. Adequate authority should be provided  to meet the assigned responsibilities

3. Individual performance should be measured.

4. Individual should be made answerable for his performance.

5. Accountability standards should be consistently applied at all levels.

Authority and Responsibility and Accountability should go together for effective organisation. Authority flows downwards whereas responsibility and accountability flow upwards. Without accountability, individual cannot be held answerable for his performance. Authority Responsibility and Accountability are the three elements of delegation. Delegation enables the superior to share his authority with the subordinates. However, he himself remains accountable to his superior for the performance of the duties assigned. He cannot escape from his responsibility merely by delegating some of the powers vested in him to his subordinate. Thus, accountability is absolute.

• Henry Fayol, General and Industrial Managements, McGraw-Hill, New York, 1996.
• E.F.L., Brech, The Principles and Practice of Management, Sir Pitman & Sons, London.
• Chhabra, T.N. and Suri, R.K., Management Process and Perspectives, Ist edition 2000, Kitab Mahal.
• Prasad Manmohan, Management Concepts and Practices, Ist edition 1998; HimalayaPublishing House
• http://www.tac-focus.com/article/authority-responsibility-and-accountability-%E2%80%93 rightmix#.VjjVndIrKt8
• http://www.pm-primer.com/authority-responsibilityaccountability#sthash.ZNYvUCm2.dpuf
• http://www.tightship.io/stop-confusing-accountability-vs-responsibility-vs-authority/
• http://ohsas18001expert.com/2007/07/27/what-is-accountability/

If you still have questions or prefer to get help directly from an agent, please submit a request. We’ll get back to you as soon as possible.

Please fill out the contact form below and we will reply as soon as possible.

• Business Management & Operations
• Management, Leadership, & Organizational Behavior

How Managers Delegate Authority - Explained

Delegation of Authority

Written by Jason Gordon

Updated at April 22nd, 2024

• Marketing, Advertising, Sales & PR Principles of Marketing Sales Advertising Public Relations SEO, Social Media, Direct Marketing
• Accounting, Taxation, and Reporting Managerial & Financial Accounting & Reporting Business Taxation
• Professionalism & Career Development
• Law, Transactions, & Risk Management Government, Legal System, Administrative Law, & Constitutional Law Legal Disputes - Civil & Criminal Law Agency Law HR, Employment, Labor, & Discrimination Business Entities, Corporate Governance & Ownership Business Transactions, Antitrust, & Securities Law Real Estate, Personal, & Intellectual Property Commercial Law: Contract, Payments, Security Interests, & Bankruptcy Consumer Protection Insurance & Risk Management Immigration Law Environmental Protection Law Inheritance, Estates, and Trusts
• Business Management & Operations Operations, Project, & Supply Chain Management Strategy, Entrepreneurship, & Innovation Business Ethics & Social Responsibility Global Business, International Law & Relations Business Communications & Negotiation Management, Leadership, & Organizational Behavior
• Economics, Finance, & Analytics Economic Analysis & Monetary Policy Research, Quantitative Analysis, & Decision Science Investments, Trading, and Financial Markets Banking, Lending, and Credit Industry Business Finance, Personal Finance, and Valuation Principles

What is Delegation of Authority?

The delegation of authority is the process whereby a manager assigns to her direct reports the authority and accountability for the completion of work. Though the manager retains a level of authority and accountability. 

What is the Effect of Delegating Authority? 

By delegating authority, a manager delegates the role of planning and executing a plan of work to a subordinate. 

The manager does not, however, give up authority entirely. She now assumes the role of monitoring, assessing, and controlling the process. 

The delegation of authority entails the power to make decisions that will affect the accomplishment of the assigned work. 

Though the subordinate is still bound by the rules and procedures of the organization. 

How Much Authority can a Manager Delegate?

A manager is limited in the power that she can delegate by the authority and power that she possesses. 

How to Delegate Authority?

The process of delegating authority can be broken into:

• Accountability

Principles Guiding the Delegation of Authority

The following are several principles that guide a manager in delegating authority:

• Clear Direction - The delegation of work should be specific and clearly defined.
• Clear Exceptions - The manager should well understand the purpose and expected result prior to delegating the work.
• Clear Authority - The authority of the subordinate should be clearly defined.
• Clear Chain of Command - There should be unity of command. That is, each subordinate should report to just one manager.
• Shared Accountability - The manager and subordinate should share accountability for the delegated work.
• Clear Hierarchy - There should be a clear organizational structure. The subordinate should know exactly to whom she is reporting at all times.
• Autonomy - The subordinate should be afforded autonomy in carrying out her responsibilities.

Related Articles

• Authentic Leadership Theory - Explained
• Hofstede's Cultural Dimensions - Explained
• Lean Management Methodology - Explained
• Leading as a Manager - Explained

Designing Organizational Structures

Authority—establishing organizational relationships.

• What tools do companies use to establish relationships within their organizations?

Once companies choose a method of departmentalization, they must then establish the relationships within that structure. In other words, the company must decide how many layers of management it needs and who will report to whom. The company must also decide how much control to invest in each of its managers and where in the organization decisions will be made and implemented.

Managerial Hierarchy

Managerial hierarchy (also called the management pyramid ) is defined by the levels of management within an organization. Generally, the management structure has three levels: top, middle, and supervisory management. In a managerial hierarchy, each organizational unit is controlled and supervised by a manager in a higher unit. The person with the most formal authority is at the top of the hierarchy. The higher a manager, the more power he or she has. Thus, the amount of power decreases as you move down the management pyramid. At the same time, the number of employees increases as you move down the hierarchy.

Not all companies today are using this traditional configuration. One company that has eliminated hierarchy altogether is The Morning Star Company , the largest tomato processor in the world. Based in Woodland, California, the company employs 600 permanent “colleagues” and an additional 4,000 workers during harvest season. Founder and sole owner Chris Rufer started the company and based its vision on the philosophy of self-management, in which professionals initiate communication and coordination of their activities with colleagues, customers, suppliers, and others, and take personal responsibility for helping the company achieve its corporate goals. [1]

An organization with a well-defined hierarchy has a clear chain of command , which is the line of authority that extends from one level of the organization to the next, from top to bottom, and makes clear who reports to whom. The chain of command is shown in the organization chart and can be traced from the CEO all the way down to the employees producing goods and services. Under the unity of command principle, everyone reports to and gets instructions from only one boss. Unity of command guarantees that everyone will have a direct supervisor and will not be taking orders from a number of different supervisors. Unity of command and chain of command give everyone in the organization clear directions and help coordinate people doing different jobs.

Matrix organizations automatically violate the unity of command principle because employees report to more than one boss, if only for the duration of a project. For example, Unilever , the consumer-products company that makes Dove soap, Ben & Jerry’s ice cream, and Hellmann’s mayonnaise, used to have a matrix structure with one CEO for North America and another for Europe. But employees in divisions that operated in both locations were unsure about which CEO’s decisions took precedence. Today, the company uses a product departmentalization structure. [2]  Companies like Unilever tend to abandon matrix structures because of problems associated with unclear or duplicate reporting relationships, in other words, with a lack of unity of command.

Individuals who are part of the chain of command have authority over other persons in the organization. Authority is legitimate power, granted by the organization and acknowledged by employees, that allows an individual to request action and expect compliance. Exercising authority means making decisions and seeing that they are carried out. Most managers delegate , or assign, some degree of authority and responsibility to others below them in the chain of command. The delegation of authority makes the employees accountable to their supervisor. Accountability means responsibility for outcomes. Typically, authority and responsibility move downward through the organization as managers assign activities to, and share decision-making with, their subordinates. Accountability moves upward in the organization as managers in each successively higher level are held accountable for the actions of their subordinates.

Span of Control

Each firm must decide how many managers are needed at each level of the management hierarchy to effectively supervise the work performed within organizational units. A manager’s span of control (sometimes called span of management ) is the number of employees the manager directly supervises. It can be as narrow as two or three employees or as wide as 50 or more. In general, the larger the span of control, the more efficient the organization. As (Figure) shows, however, both narrow and wide spans of control have benefits and drawbacks.

If hundreds of employees perform the same job, one supervisor may be able to manage a very large number of employees. Such might be the case at a clothing plant, where hundreds of sewing machine operators work from identical patterns. But if employees perform complex and dissimilar tasks, a manager can effectively supervise only a much smaller number. For instance, a supervisor in the research and development area of a pharmaceutical company might oversee just a few research chemists due to the highly complex nature of their jobs.

concept check

• How does the chain of command clarify reporting relationships?
• What is the role of a staff position in a line-and-staff organization?
• What factors determine the optimal span of control?

Summary of Learning Outcomes

The managerial hierarchy (or the management pyramid ) comprises the levels of management within the organization, and the managerial span of control is the number of employees the manager directly supervises. In daily operations, individuals in line positions are directly involved in the processes used to create goods and services. Individuals in staff positions provide the administrative and support services that line employees need to achieve the firm’s goals. Line positions in organizations are typically in areas such as production, marketing, and finance. Staff positions are found in areas such as legal counseling, managerial consulting, public relations, and human resource management.

• “Morning Star’s Success Story: No Bosses, No Titles, No Structural Hierarchy,” Corporate Rebels, http://corporate-rebels.com , November 14, 2016. ↵
• Justin Young, “Unilever’s Organizational Structure for Product Innovation,” Panmore Institute, http://panmore.com , February 21, 2017; “Unilever UK Gets Its House in Order,” Grocer, February 12, 2005; “From Rivalry to Mergers: Anglo-Dutch Companies,” The Economist, February 12, 2005, p. 61. ↵
• Intro to Business. Authored by : Gitman, et. al. Provided by : OpenStax. Located at : http://cnx.org/contents/[email protected] . License : CC BY: Attribution . License Terms : Download for free at http://cnx.org/contents/[email protected]

Privacy Policy

From Authority to Responsibility

• First Online: 18 November 2023

Cite this chapter

• Kazuhito Isomura 2  

48 Accesses

This chapter aims to examine how Barnard developed his management theory on the basis of his organization theory. As Chap. 11 pointed out, he added two new concepts of organization: lateral organization and status system. He then attempted to develop his organization theory to take into consideration organizational autonomy. Barnard stated that his management theory is based on his organization theory; therefore, this chapter explores how Barnard attempted to develop his management theory. Barnard suggested that he emphasized authority too much when publishing The Functions of the Executive , and that he underestimated the function of responsibility in coordinating an organization. Therefore, this chapter examines how Barnard shifted his focus from authority to responsivity in his management theory.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Barnard CI (1934) Collectivism and individualism in industrial management. In: Wolf WB, Iino H (eds) Philosophy for managers: selected papers of Chester I. Barnard. Bunshindo, Tokyo, pp 9–27

Google Scholar  

Barnard CI (1936) Persistent dilemmas of social progress. In: Wolf WB, Iino H (eds) Philosophy for managers: selected papers of Chester I. Barnard. Bunshindo, Tokyo, pp 28–45

Barnard CI (1938) The functions of the executive. Harvard University Press, Cambridge, MA

Barnard CI (1945) Book review of the elements of administration by L. Urwick. Personnel 21(4):257–258

Barnard CI (1948) Organization and management. Harvard University Press, Cambridge, MA

Book   Google Scholar  

Barnard CI (1950) Book review of Bureaucracy in a Democracy by C.S. Hyneman. In: Iino H (ed) Wolf WB. Philosophy for managers: selected papers of Chester I. Barnard. Bunshindo, Tokyo pp, pp 138–155

Barnard CI (1956) Author’s preface to Japanese translation. Keieisha no yakuwari (The functions of the executive) translated by Tasugi K, Furihata T, Iino H, Yano H (in Japanese). Daimondsha, Tokyo

Barnard CI (1958) Elementary conditions of business morals. In: Wolf WB, Iino H (eds) Philosophy for managers: selected papers of Chester I. Barnard. Bunshido, Tokyo, pp 161–179

Hayek FA (1942) Scientism of the study of society. Economica 9(35):267–291

Article   Google Scholar  

Iino H (1978) Barnard kenkyu (A study on Barnard) (in Japanese). Bunshindo, Tokyo

Iino H (1992) Barnard soshikiron kenkyu (A study on Barnard’s organization theory) (in Japanese). Bunshindo, Tokyo

Isomura K (2021) Examining how customers’ contributions are integrated into an organization on the basis of Chester Barnard’s concept of formal organization. Paper presented at the 37th EGOS Colloquium, Vrije Universiteit, Amsterdam, The Netherlands, July 8–10, 2021

Isomura K (2022) Jihatsuteki chitujo to soshiki jiritusei wo megutte: C.I. Barnard to M. Polanyi no chiteki koryu wo tsujite (On spontaneous order and organization autonomy: intellectual exchange between C.I. Barnard and M. Polanyi. Keizaishushi 92(1–2):69–82

Pareto V (1935) The mind and society: a treatise on general sociology. Dover Publications, New York, NY

Polanyi M (1941) The growth of thought in society. Economica 8(32):428–456

Polanyi M (1951) The logic of liberty: reflections and rejoinders. Liberty Fund, Indianapolis, IN

Urwick L (1952) Notes on the theory of organization. AMA, New York, NY

Williamson OE (ed) (1990) Organization theory: from Chester I. Barnard to the present and beyond. Oxford University Press, New York, NY

Williamson OE (2009) Oliver E. Williamson prize lecture. Available at: https://www.nobelprize.org/prizes/economic-sciences/2009/williamson/lecture/ Accessed 4 Nov 2022

Wolf WB (1973) Conversations with Chester I. Barnard. New York State School of Industrial and Labor Relations, Cornell University, Ithaca, NY

Wolf WB, Iino H (eds) (1986) Philosophy for managers: selected papers of Chester I. Barnard. Bunshindo, Tokyo

Wootton B (1946) Freedom under planning. University of North Carolina Press, Chapel Hill, NC

Download references

Author information

Authors and affiliations.

Faculty of Science and Engineering, Chuo University, Shinjuku City, Tokyo, Japan

Kazuhito Isomura

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Kazuhito Isomura .

Rights and permissions

Reprints and permissions

Copyright information

© 2023 The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.

About this chapter

Isomura, K. (2023). From Authority to Responsibility. In: Chester I. Barnard: Innovator of Organization Theory. Springer, Singapore. https://doi.org/10.1007/978-981-99-7039-1_12

Download citation

DOI : https://doi.org/10.1007/978-981-99-7039-1_12

Published : 18 November 2023

Publisher Name : Springer, Singapore

Print ISBN : 978-981-99-7038-4

Online ISBN : 978-981-99-7039-1

eBook Packages : Business and Management Business and Management (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Authority and Responsibility in Management

Everything you need to know about authority and responsibility in management.

Authority means a formal, institutional or legal power in a particular job, function or position that empowers the holder of that job, function or position to successfully perform his task.

Responsibility is the obligation of a subordinate to perform a duty, which has been assigned to him by his superior.

This shows that the obligation is the essence of responsibility. In view of organizational set up, the superior-subordinate relationship gives rise to this responsibility as the superior is vested with the authority to get the specified work done by his subordinates.

ADVERTISEMENTS:

According to Barnard,

“Authority is the character of a communication (order) in a formal organization, by virtue of which it is accepted by a contributor to, or member of, the organization as governing the action he contributes; that is, as governing or determining what he does or not do, so far as the orga­nization is concerned.”

According to Koontz and O’Donnell,

“Viewed internally with respect to the enterprise, responsibility may be defined as the obligation of a subordinate, to whom a superior has assigned a duty to perform a service required. The essence of responsibility is then, obligation.”

Learn about the meaning, definition, concept, relationship of authority and responsibility in management.

Authority and Responsibility in Management – Meaning, Definition, Concept, Characteristics and Relationship

Authority and responsibility in management – meaning, definition and characteristics of authority and responsibility in management.

Meaning of ‘Authority’ :

Definitions of Authority :

According to Barnard, “Authority is the character of a communication (order) in a formal organization, by virtue of which it is accepted by a contributor to, or member of, the organization as governing the action he contributes; that is, as governing or determining what he does or not do, so far as the orga­nization is concerned.”

As Simon puts it, authority is the power to make decisions which guide the action of another. It is a relationship between two individuals—one of them superior, and the other a subordinate. The superior frames and transmits decisions, with the expectation that the subordinates will accept and comply with them. The subordinate expects such decisions, and his behaviour is determined by them.

Characteristics of Authority :

(1) Exercise of authority drives staff of the organization to perform the tasks and responsibility assigned to them :

Authority means the right to influence the behavior of others. The right may flow from a legal-institutional framework (a law governing the organization, or a manual, or guidelines framed by the organi­zation). The right may also be rooted in tradition, or the charisma of a person.

Shareholders of a company appoint directors and delegate to them authority to manage the affairs of the company. They do so because the Company Law gives them this authority. Parents ask or order children to do or not to do anything.

This is example of traditional authority. A person with extraor­dinary characteristics (charisma) exercises authority over his followers, even though the followers are neither bound by any law or tradition to do so. They follow the leader because, according to their per­ception, he articulates their feelings and aspirations.

(2) Only person holding authority can make decisions :

Decision-making is the main feature of authority. A manager has authority to order his subordinates to act or not to act in a particular manner. He does this because he has made decision about the work behavior of his subordinates.

(3) Exercise of authority may sometimes have element of subjectivity :

There is legal or traditional framework in an organization within which authority may be exercised. A manager has authority to reward and punish his subordinates based on their performance. But his decision to do so is often influenced by his personal likes and dislikes and socio-economic, educational and cultural background.

A manager who started working decades ago on a three-digit salary might have butterflies in stomach when he appoints staff on a salary many times exceeding his own when he had jointed the organization. For a while he forgets that under the current global business scenario, an efficient worker would stay only if his compensation package compares favorably with that of similarly qualified work­ers in other organizations.

Theories of ‘Sources of Authority’:

Which is the Fountainhead of Authority?

Authority is a formal or institutionalized form of power vested in a position or office.

There are various theories to explain the sources of authority, important among them are as follows:

1. ‘Formal’, ‘Traditional’ or ‘Top-Down’ theory.

2. ‘Acceptance’ or ‘Bottom-up’ theory.

3. ‘Competence’ or ‘Personal Authority’ theory.

1. ‘Formal’, ‘Traditional’ or ‘Top-Down Theory’ of Authority :

Formal authority flows from law, rules, and regulations that are framed by, or with the consent of all stakeholders. For example, shareholders of a company are the source of all legal authority to con­trol and manage its affairs. Through legal process, they delegate this authority to Board of directors elected/selected by them.

The Board, on its part, selects and appoints staff that will help it accom­plish the tasks and responsibility necessary to achieve organizational goals. Then, it assigns tasks and responsibility to the staff, based on their competence levels. Assignment of tasks and responsibility will be meaningful only when it is accompanied by delegation of necessary authority to perform the assigned tasks and responsibility.

Top managers of the company owe responsibility and accountability to their superiors—the board of directors—who on their part are responsible and accountable to shareholders. Top managers appoint senior and junior level managers and assign tasks and responsibility to them to perform and dele­gate them appropriate authority to operate and control the resources placed under their control. Their reward is the salary and prospects of promotion to higher responsibility positions in the organization.

The flow of legal authority is top-down at each level. Delegation of authority from a manager to a subordinate is in proportion to the nature of tasks and responsibility assigned to the subordinate. However, delegation of authority does not diminish the authority and responsibility of the manager- he continues to be the source of authority vested in him and also continues to be responsible for per­formance of the assigned task by him and/or his subordinate(s).

2. ‘Acceptance Theory’ of Authority :

Acceptance theory of authority is the exact opposite of the traditional, formal theory of authority. According to acceptance theory, authority of a manager will be in direct proportion to the acceptance given to his authority by his subordinates. Legal authority or social or cultural norms become irrele­vant here. If the subordinates do not accept the authority of manager, they may not willingly comply with his decisions and orders – they may even defy them.

The acceptance theory was formulated by Chester Barnard who held that authority lies in the character of a communication (order) issued in a formal organization which makes it acceptable to the persons for whom it is intended. The essence of the theory is that any authority is as effective or inef­fective as the willingness or unwillingness of subordinates to accept it.

According to Barnard, “an individual will accept the exercise of authority by his superior if the advantages to him from accepting the authority and the disadvantages from not accepting the authority are greater than the advantages from not accepting and the disadvantages from accepting; conversely, he will not accept the exercise of authority if the latter factors are greater than the former.”

This means that a subordinate will accept authority only if it falls within his zone of acceptance. His zone of acceptance will be determined by a number of factors.

For example, exercise of authority by his manager will fall within his zone of acceptance if the following conditions are satisfied:

(a) If the rewards arising from acceptance of authority are greater than the value of skills and effort that he would be required to spend on performing the task or responsibility;

(b) If he has a strong sense of belonging to the organization and hence would willingly accept the authority without subjecting it to cost-benefit analysis; and

(c) If the consequences of not accepting the authority would damage his career prospects in the organization, including perhaps loss of job.

Acceptance theory would be put to test only when a manager takes a decision and communicates it to his subordinate(s). If the subordinate ably and willingly accept to perform the assigned tasks or responsibility, and performs it in the manner desired by the manager, he can rest content that his authority enjoys acceptance.

Now the question – What source of authority would best enable a manager to perform his task? Formal and legal authority would empower him to secure performance from his subordinates through adoption of the ‘carrot and stick’ policy—reward to subordinate if the task or responsibility assigned to him is performed to the satisfaction of the manager, and punishment if it is not.

However, the ideal source of authority is that under which the subordinates accept to perform the assigned task and responsibility because they trust the ability and integrity of the manager. To sum up, the ultimate source of authority rests equally on legal, social and cultural norms that fulfill the test of validity and voluntary acceptance of authority by subordinates.

3. ‘Competence Theory’ of Authority :

A person can influence the behavior of others even if he does not command any formal, legal or tra­ditional authority. This happens when he enjoys support and confidence of his followers because they see him as personification of their urges and aspirations. They do so also because they trust his extraordinary technical, social and human qualities.

At the root of his authority are his competence, charisma and leader-like qualities. Thus, union leaders of an organization may select a relatively junior worker to present their case before the top management for increase in salaries because they feel he is forceful and logical in arguing the case and has at his command well-documented evidence to support his viewpoint.

‘Tradition-Centric’ Authority :

Every civilized society follows certain traditions and carefully protects and preserves them. Respect­ing and serving elders in family and society is an age-old tradition, so is responsibility of parents to raise and properly educate and train children for life ahead. Lord Ram went into exile to honor the promise once made by his father. Shravan Kumar spent his youth carrying parents on his shoulders to pilgrim centers. It is a different matter though that in the modern society this tradition-conferred authority is suffering dilution.

Senior citizens are willingly offered seats in crowded buses and trains; no one minds their jump­ing the queue to visit a doctor, or to withdraw money from bank. Tradition-centric authority has a lot to commend itself, only it should not become a tool to exploit people who respect it.

Responsibility :

Meaning of Responsibility :

The term responsibility has been interpreted in two different ways. Some writers define as a duty while others call it an obligation. In a more comprehensive sense responsibility can be defined as an obligation of a subordinate to perform the duties assigned to him.

Thus the responsibility is the obligation to perform certain functions and achieve results. It is the liability for proper discharge of duties. According to Koontz and O’Donnell “the obligation of a subordinate to whom a duty has been assigned to perform the duty”.

“Duty” or “responsibility” refers to an obligation or liability for performance of a task or responsibility that is assigned. Assignment of a task or responsibility casts a duty to perform something. It means the person who has been assigned a task or responsibility has a duty or obligation to perform it. Koontz and O’ Donnel define it as the obligation of a subordinate, to whom a superior has assigned a task and dele­gated authority, to perform the task as required.

Is ‘Responsibility’ Different from ‘Accountability’?

Accountability means an obligation on the part of a person to account for, or explain, why the task or responsibility assigned to him has not been performed as desired. A person will be accountable only when he has been assigned any task or responsibility by the person who commands authority over him.

Accountability will shrink or expand with the nature of responsibility assigned. A manager is accountable only to his superior but the top management owes the maximum accountability.

Task or Responsibility only Assigned to Human Beings :

Task or responsibility can only be assigned to humans. Non-living inanimate beings – machine, tool, capital – cannot be assigned task or responsibility. They do not work on their own; they need humans to work them. For this reason they cannot be held accountable for failure or deficiency of performance.

Assignment of Task or Responsibility Requires Two or more Persons :

Assignment of task or responsibility requires, first, an authority-holding person to assign the task or responsibility and, second, one or more subordinates to perform that task or responsibility. Only a per­son holding authority—legal, traditional or competence—can assign task or responsibility. Likewise, only a person who is subordinate to the authority-holding person can be assigned task or responsibil­ity.

Manager Commands, Subordinates Obey :

In a business organization a manager is vested with official and legal authority which empowers him to assign tasks and responsibility to his subordinates and demand accountability from them in respect of performance of those tasks and responsibility. The subordinates accept responsibility and are accountable because they are bound by service contract that requires them to do so to become entitled to monetary and other benefits and privileges provided by the organization.

Continuous or Specific-Duration Task or Responsibility :

Task or responsibility assigned to a subordinate may be a continuing obligation, or it may be limited in terms of time or tasks. The relationship between CEO and the production manager of a company is a case of continuing responsibility – the production manager must keep performing his task or responsi­bility so long as he is in the employment of the company. However, relationship between CEO and an auditor who is appointed annually to conduct audit of the company accounts is a specific duration task or responsibility.

Duty or responsibility may be in terms of functions, targets or goals. For example, when a worker is assigned the task of operating a machine, his responsibility is to ensure that the machine is opera­tionally fit. But if he is assigned the task of producing 100 units daily on the machine, his responsibility is expressed in terms of a quantitative target. Responsibility in terms of quantitative targets is pref­erable to general, non-quantitative responsibility.

The task or responsibility to produce minimum 100 units per day is a task or responsibility expressed in quantitative terms. It will inspire the worker to achieve the target and he will experience a sense of fulfilment if he attains the target. But if the sales manager is assigned the task of improving sales performance, it will be difficult for him to work out at what point the sales performance will be deemed satisfactory by his superior.

These are the main characteristics of the responsibility:

1. The essence of responsibility is obligation to perform the assigned duty or task.

2. Responsibility arises from superior subordinate relationships. When a superior assigns some work to a subordinate, the latter becomes responsible for performance of tasks.

3. Responsibility has no meaning except as applied to a promotion. A building or machine etc. cannot be held responsible.

4. Responsibility may be a continuing obligation or specific obligation.

5. Responsibility is a personal attribute and it cannot be deleted.

6. Responsibility is a concomitant of authority, therefore authority and responsibility should be equal.

Authority and Responsibility in Management – Nature, Definition and Source

Organizing will not end by dividing the originations into smaller homogeneous units. These units must be structured together and their efforts directed towards attaining the goals of the enterprise. Establishing vertical and horizontal relationships can do this more effectively through the sharing of authority effected by delegation.

To run the organization towards its goal and objectives the authority of the executive has to be re-delegated to the managers down the line to reach the bottom line managers. In every organization, this process of re-delegation is essential to run the organization. Thus, the concept of authority arises from the chain, which ties together the sections emanating from different persons in the organization.

Nature of Authority and Definition :

The word authority is used with different meanings as:

A person with superior knowledge and skill is described as an authority in the sense of an expert.

In a business organization, which is authoritarian in nature, the word authority refers to the power of an individuals to direct others by giving orders.

Henry Fayol defines authority as “the right to give orders and the power to extract the obedience.”

Allen defines authority as “the sum of the powers and rights entrusted to make possible the performance of the work delegated.” This definition emphasise the right and power aspects and adds another dimension, namely the implication that the authority is delegated with a view to performance of the work and is delegated to the extent of the responsibility for the work entrusted to the delegatee.

For practical purposes, the term authority can be defined as the legal and rightful power to command or to extract action from others. It is the power or the right to act, to command or to extract action by others. Because the manager gets the work done by subordinates, authority constitutes as the key to manager’s job. Authority and right to command helps the manager get work done by others in the organization and the degree of authority goes on descending down the line.

Source of Authority :

There are two versions of theory of authority.

(i) Formal authority theory, and

(ii) Acceptance theory.

But as per Koontz O’ Donnel source of authority is discussed under three headings:

(i) The formal authority theory,

(ii) The acceptance theory, and

(iii) The competence theory.

(i) The Formal Authority Theory:

The people who have belief in his theory, accept the basis that the ultimate source of authority in a business firm is embedded in the institution of private property, which is interested in a; person power over material resources. Many academic theorists of the formal authority view the legal aspects of private property as the source of authority.

(ii) The Acceptance Theory:

This theory is very simple, because the followers of this theory believe that the authority flows to a manager through acceptance by his subordinates of his power to make and implement decisions.

As Chester I. Bernard writes that “Authority is the character of communication (order) in a formal organization by virtue of which it is accepted by a contributor to or member of the organization as governing the action he contributes; that is, as governing or determining what he does or is not to do so fare as the organization is concerned”.

As per this definition, there are two aspects involved in the concept of authority.

(a) The subjective aspect that is the personal aspect of accepting a communication or order as authoritative; and

(b) The objective aspect that is the character in the communication by virtue of which it is accepted.

The subordinate will accept the authority of a command, understand it, believe it and follow it in the interest of the organization. Bernard says that the subordinate automatically accepts most orders given by the manager. The acceptance theory really emphasizing the leadership function of management that is the ability to persuade others to work well in the interest of goals/objectives of enterprise.

(iii) The Competence Theory:

This theory believes that the technical competence and personal competence are the basis of authority. Some persons having attractive personality command others to work. By mere his personality people seek his advice and obey it. Sometimes it so happens these attractive and commanding personality do not have any authority, but people waits for his guidance and follow it taking it as an order.

But one must understand that the fact that the fundamental source of authority is formal authority emanating from an institutional framework or from an organizational structure.

Responsibility is the obligation of a subordinate to perform a duty, which has been assigned to him by his superior. This shows that the obligation is the essence of responsibility. In view of organizational set up, the superior-subordinate relationship gives rise to this responsibility as the superior is vested with the authority to get the specified work done by his subordinates.

In general, in business organizations, the authority is a result of the contractual agreement, under which the subordinate have agreed to perform certain services in return of monitory benefit. Authority flows from superior to the subordinate manager to whom certain duties are assigned and responsibility is the obligation of the subordinate to accomplish these duties. Responsibility can be discharged by a single action or it may be a continuous obligation.

Responsibility and Delegation :

A manager can delegate his authority to his subordinate, but responsibility cannot be delegated. A manager is responsible for the performance of the duties even though he may delegate to a subordinate authority to accomplish a service and the subordinate also in his turn may delegate a part of his authority received by him. Delegation of authority to a subordinate will not relieve a manager from responsibility to perform his duties.

Authority and Responsibility in Management – Concept and Relationship between Authority and Responsibility in Management

Concept of Authority:

Authority is one of the important considerations in the process of management. Managerial action in a formal organisation needs authority. Without authority, the executive cannot secure compliance of his orders from his subordinates. It is always considered to be the key to a successful Managerial job. It is the power of the superior to make decisions which guides the actions of his subordinates.

Getting things done by people is not possible without compliance on the part of subordinates and the authority which ensures compliance. Authority is the only cohesive force that sets in motion the integrated activities of sub-ordinates in an enterprise. It is the means through which co-operative activity becomes a success and common objectives are achieved.

Securing compliance or obedience is the main objective behind the whole concept of authority. It can be acquired through persuasion, sanction, coercion, constraints or force.

The managerial authority is a rightful permission to act for the enterprise instruct the subordinates, impose penalty for wrong doings, use company property or to speak or act as a representatives of the enterprise.

The whole organisational structure is based on the concept of authority without use of authority, anarchy and utter confusion will prevail all around the enterprise Authority is usually respected, recognised and followed in the organisation as a matter of course. Authority is generally adopted with power to secure obedience. This customary acceptance of authority is a part of our culture and day- to-day behaviour.

But compliance of actions and carrying out of instructions by subordinates cannot always be assured merely because the authority is customarily accepted. Delegation of authority establishes relationships. Vertical delegation of authority determines relationship between a boss and his subordinate and the horizontal division of authority determines the degree of decentralisation.

A few definitions of the term “authority” are given below:

“Authority is the right to give orders and the power to obedience”. – Henry Fayol

“Authority is the official and the legal right to command action by others and to enforce compliance. Compliance is obtained in a number of ways trough persuasion, sanctions, request, coercion, constraint or force”. – George R. Terry

“Authority means the Power to command others- to act or not to act in a manner deemed fit by the possessor of the authority and is exercised in furtherance of the enterprise or departmental purpose”. – Koontz and O’Donnell

From the above definitions, two points become clear that the possessor of authority influences the activity and behaviour of other individuals or groups and that he has the right to issue orders and ensure their compliance by subordinates.

Authority vs. Power:

Authority may not mean the same thing as power A person many have the power to influence the activity and behaviour of other persons but he may not have the official or legal right of command and thus enforce compliance by others. Such a person would have power but no authority. It may, therefore, be said that authority includes power but power may or may not be supported by authority. Also, all authority is formal.

Types of Authority:

Authority is of Five Types:

1. Formal Authority:

According to some writers all authority is formal. It stems from the top and is transmitted downwards through the line by the process of delegation. The authority which a manager possesses, because of his organisational position, is known as formal authority.

2. Acceptance Authority:

Under the acceptance theory, it is believed that authority comes to the manager by the acceptance of power to make and enforce decisions through his subordinates. Accordingly manager has no authority until it is conferred upon him by his sub-ordinates.

A sub­ordinates may accept the authority of the manager because – (i) he wants to contribute to the accomplishment of organisational objective (ii) he wants to obtain some reward by accepting it. (iii) He wants to avoid disciplinary action, (iv) he regards the maturity, age or experience of superior (v) he wants to avoid responsibility, (vi) he believes that the authority is legitimate and should be followed.

But the acceptance theory has been criticised on the grounds that:

i. It is unrealistic.

ii. It assumes that a subordinate has the option to accept or reject authority and

iii. It ignores the organisational situation of the possessor of the authority.

3. Authority of the Situation:

G. R. Terry observes “In almost every enterprise, emergency and unusual events accrue which are not provided for in the organisational set-up. When such an event occurs, the person assuming authority to meet the particular circumstances is said to have derived the authority of the situation. Such an authority exists only till emergency lasts”.

4. Position Authority:

It is the authority a person enjoys by virtue of his superior position in the organisation. Normally subordinates recognize authority of those occupying higher hierarchical positions.

5. Technical Authority:

Since 1950 the term technical authority or computer authority has come into use. Such authority stems the decision making power granted to the processed data by a computer. But since authority is a human possession, such authority may be described as that authority which is possessed by the person who either interprets computer processed results and data or underlines their significant managerial meanings for others.

Limits of Authority :

Unlimited authority always tends to be an instrument of corruption, It should therefore, have arid generally does have some limitations, which may be express and implied.

Some of these limitations are:

1. Authority is subject to the physical and mental capacity of the subordinate who has to exercise it.

2. Authority may be subjected to the bye-laws, standing orders, rules and regulation of the company (as per articles and memorandum of the company)

3. Authority may be subject to the social beliefs, codes, creeds and habits of the group over which it has to be exercised.

4. Laws, trade practices etc. may also impose certain limitations on the use of authority.

Thus, as a matter of fact, there should be blending of power and influence to make the authority really effective. The other means, that it can help in making authority more effective and may include the backing and support to lower executives, from the top executives, due attention to their advice, usually confirming their decisions, permitting command to flow through proper channels and supplying adequate information and materials to them.

Other General Limits of Authority:

There are any limitations to the concept of authority. Authority is never absolute like responsibility. It changes with time, position and group behaviour of the subordinates etc. While exercising authority, the manager must keep the following limitations in his mind. It will help him in successful utilization of his authority.

They are as follows:

1. Regard for the Mores and Folk Ways of the Group:

Authority when used commands reaction from individual as well as groups. It may be favourable or unfavourable. So a manager while using authority, must keep in his mind, the reaction of his orders on employees, shareholders and customers etc.

2. Legal Limitations:

A manager’s authority is restricted by the enterprise goals, objectives, politics, programmes and procedures etc. These are governed by the articles and memorandum of association which are governed themselves by the commercial and industrial laws of the country. Every manager at any level in the organisation, must respect the laws, traditions and restrictions etc.

3. Natural or Biological Limitations:

No subordinate can be ordered to do a job which is impossible to be performed due to biological limitations. For example, one can hardly order a person to walk up to side of a building or do such impossible things.

4. Physical Limitations:

Physical limitations such as climate, geography, chemical elements and so on, have their limiting effect on authority. For example an order to make gold from copper.

5. Technological Limitations:

There are technological limits on authority too. Until and unless any performance is technically possible an order to do any such work would be unworthy.

6. Economic Limitations:

Sometimes a manager may not get the work done from the subordinates if the wages are not according to their expectation. The competition in prices of the product and other economic factors also affect the authority.

7. Authority Delegation Limitations:

The extent of delegation of authority also restricts the authority of a manager. Generally the authority to make decisions or the right to command decreases as it proceeds from the highest to lowest level of an organisation.

Responsibility:

Responsibility is the most misunderstood term in the literature of management. It is common to hear about delegating responsibilities, holding a person responsible, discharging responsibilities and carrying out a responsibility. The term Responsibility is, most of the times, used to mean duty, activity, liability, accountability or even authority.

According to Koontz and O’Donnell, “Viewed internally with respect to the enterprise, responsibility may be defined as the obligation of a subordinate, to whom a superior has assigned a duty to perform a service required. The essence of responsibility is then, obligation.”

Responsibility is also an important concept and has been defined as follows:

Responsibility is an obligation of the individual to perform assigned duties to the best of his ability under the direction of his executive leader. – Keith Davis

Responsibility is the obligation of a subordinate to perform his duty as required by his superior – Theo Haiman

Responsibility results from a superior subordinate relationship. It may continue or cease with the accomplishment of the desired objective.

It involves:

1. Compliance

2. Obedience and

3. Dependability.

Failure to observe these elements may call for a penalty, punishment or disciplinary action against the erring subordinate.

Responsibility Relates to human beings only. A building, a machine or an animal cannot be held responsible. Responsibility arises from the superior subordinate relationship, from the fact that a superior has the authority to get specific services from his subordinate. The relationship between a president and his sales managers is typical of the continuing type of obligation.

On the other hand, when the president hires some lower for seeking legal advice and advocating a particular case in the court of law, his obligation comes to an end when the assignment is completed. In an enterprise responsibility is accepted by a subordinate due to contractual relationship and in turn, he gets monetary or other rewards.

While the authority flows from a superior to a subordinate when assignment of duty is made, the responsibility flows from a subordinate to his superior when former undertakes the obligation of accomplishing the duties assigned to him.

Thus, responsibility is an obligation to carry out certain tasks. In an organisation responsibility is the obligation of a subordinate to perform his duty as required by his superior. Responsibility is closely related to authority. It is exacted upwards whereas authority flows downwards. A manager is responsible ultimately for the performance of his duties even though he has delegated it to his subordinates. Therefore responsibility cannot be delegated.

Authority – Responsibility Relationship:

Authority and responsibility of a manager should be co-equal i.e. authority should be commensurate with responsibility. According to George R. Terry, responsibility is inseparable, there is every danger that it may be misused by the possessor. Similarly, if responsibility is greater than authority, the tendency of the management becomes difficult and even ineffective. In order to ensure that authority and responsibility are co-equal, a correlative action may be resorted to.

Related Articles:

• Delegation of Authority | Functions | Management
• Principles of Delegation of Authority
• Management of an Organisation
• Delegation of Authority: Meaning, Principles, Importance, Process and Advantages

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

How to Delegate Effectively: 9 Tips for Managers

• 14 Jan 2020

Delegation is a vital management skill . But for some, it’s the hardest to put into practice.

There are several reasons why managers may shy away from delegating work. They might:

• Think it would take longer to explain the task than actually completing it themselves
• Want to feel indispensable to their team by being the keeper of specific knowledge
• Enjoy completing certain projects so prefer not to reassign them
• Feel guilty about adding more work onto another employee’s to-do list
• Lack confidence or trust in who they need to transfer the project to
• Believe that they’re the only ones who can do the job right

Whatever the reason, it’s important to continue honing the skill, as refusing to delegate can have negative consequences. Not only will you overload your schedule and prioritize the wrong tasks, but your employees will miss out on valuable learning and growth opportunities.

Access your free e-book today.

What Is Delegation and Why Is It Important?

Delegation refers to the transfer of responsibility for specific tasks from one person to another.

From a management perspective, delegation occurs when a manager assigns specific tasks to their employees. By delegating those tasks to team members, managers free up time to focus on higher-value activities while also keeping employees engaged with greater autonomy.

According to a Gallup study , CEOs who excel in delegating generate 33 percent higher revenue. These executives know they can’t accomplish everything alone and position their team to tackle tasks they’re confident they’ll achieve—in turn empowering employees, boosting morale, and increasing productivity. In the process, CEOs free up their time to focus on activities that will yield the highest returns and grow the company.

Here are nine ways you can start delegating more effectively to cultivate high-performing teams.

9 Delegation Tips for Managers

1. know what to delegate.

Not every task can be delegated. For example, performance reviews or any personnel matters should be handled by you. After all, hiring the right talent and knowing each employee’s strengths and weaknesses will ultimately make you better at assigning deliverables and transferring responsibility to the appropriate team members.

Several other day-to-day activities don’t require your oversight, though. Is there a task you regularly tackle despite knowing your co-worker is better equipped to complete it? Would assigning the project to other employees help bolster their careers? If there’s someone who could do the work better, or you think this could be a teachable moment, delegate. It will show you trust and value your team, while also giving you time to focus on more strategic projects.

2. Play to Your Employees’ Strengths and Goals

Every employee should have goals they’re working toward, and within those goals are opportunities to delegate. For example, maybe you have a direct report who wants to gain management experience. Is there an intern they could start supervising, or a well-defined project they can own the execution of? The type of work you delegate could factor into their professional development plan.

For other tasks, there’s likely someone on your team with the specific skill set needed to achieve the desired result. Leverage that and play to your employees’ strengths. When someone has a higher chance of excelling, they’re more motivated and engaged , which then benefits the entire business.

Related: How to Become a Better Manager

3. Define the Desired Outcome

Simply dumping work onto someone else’s plate isn’t delegating. The projects you hand off should come with proper context and a clear tie into the organization’s goals.

“You’ve got to have real clarity of objective,” says Harvard Business School Professor Kevin Sharer in the online Management Essentials course . That includes having alignment on “what does good look like” and by what timeline, and “the technique of measuring accomplishment.”

Before anyone starts working on a project, they should know what they need to complete and by when, including the metrics you’ll use to measure the success of their work.

4. Provide the Right Resources and Level of Authority

If the person you’re delegating work to needs specific training, resources, or authority to complete the assigned project, it’s your role as a manager to provide all three. Setting someone up for an impossible task will frustrate both sides; your colleague won’t be able to achieve the desired outcome, and then you’ll likely need to put that work back on your to-do list.

This is also where you need to fight the urge to micromanage . Telling your co-worker, step-by-step, how you would accomplish the task and then controlling each part of the process won’t enable them to learn or gain new skills. Focus instead on what the desired end goal is, why the task is important, and help address any gaps between the outcome and their current skill set.

5. Establish a Clear Communication Channel

While you want to avoid micromanaging, you do want to establish a communication channel so that the person you’re delegating to feels comfortable asking questions and providing progress updates.

“You’ve got to have some way to communicate so that the person you delegated to can come back to you and report,” says Sharer in the Management Essentials course . “You’ve got to have some way along the way to see how things are going. It isn’t fire and forget. That is, ‘I just give you the task and I don’t worry about it anymore. We’ve got to have some way to monitor the progress along the way without me getting in your way.’”

Setting up regular check-ins and providing feedback throughout the project can help with this.

6. Allow for Failure

This step is particularly important for the perfectionists who avoid delegating because they think their way is the only way to get the work done. You need to allow for failure—not because your employees might fail, but because it will enable experimentation and empower the people you’re assigning tasks to, to take a new approach.

If you’re open to new ideas and approaches to the work, you’ll have an easier time delegating when able.

7. Be Patient

As a manager, you likely have more years of experience in your field. Because of this, a task you can complete in 30 minutes might take an employee a full hour the first time they complete it.

You might be tempted to refrain from delegating certain tasks knowing that you can get them done faster, but be patient with your employees. Think back to the first time you completed a specific task early on in your career. You probably weren’t as efficient as you are now; your time management skills have improved.

As you continue to delegate and your employees become more familiar with the tasks that need to be completed, you’ll notice that the work will get done faster over time.

Related: 7 Strategies for Improving Your Management Skills

8. Deliver (and Ask For) Feedback

In addition to monitoring progress, you should also deliver feedback to your employees after the tasks you’ve delegated are complete.

If a task wasn’t completed as assigned, don’t be afraid to offer constructive criticism. Your employees can take this feedback and make changes the next time a similar task is assigned. On the other hand, remember to provide positive feedback and show your appreciation when a task was done well.

To ensure you’re delegating effectively, you’ll also want to ask your team for any feedback that they can give you. Ask your employees if you provided clear instructions and determine if there’s anything you can do to better delegate in the future.

9. Give Credit Where It’s Due

After you’ve delegated tasks and they’ve been seen through to completion, credit those who achieved the work.

“Recognizing that success is because of your team is not only right, but it has the added benefit of making those around you more engaged—making you even more successful,” writes HBS Online Executive Director Patrick Mullane for Richtopia. “It’s counter-intuitive, but not claiming success for yourself will lead to more future wins.”

The more you thank and credit those you’ve delegated work to, the more likely it is they will want to help you on other projects in the future.

Honing Your Delegation Skills

Delegating isn’t easy; it’s a skill that must be practiced and honed over time. But the better you become at aligning the right people with the right tasks and responsibilities, the more effective you’ll become at your job as a manager.

Are you interested in further improving your managerial skills? Download our free leadership and management e-book to find out how. Also, explore our eight-week online Management Essentials course , which will provide you with real-world tools and strategies to excel in decision-making, implementation, organizational learning, and change management.

This post was updated on June 2, 2021. It was originally published on January 14, 2020.

About the Author

Authority vs. Responsibility

What's the difference.

Authority and responsibility are two interconnected concepts that play a crucial role in any organization or system. Authority refers to the power or right to give orders, make decisions, and enforce obedience. It is typically vested in individuals who hold positions of leadership or management. On the other hand, responsibility refers to the obligation or duty to perform a specific task or role. It is the accountability for the outcomes and consequences of one's actions. While authority grants individuals the power to make decisions and take action, responsibility ensures that they are held accountable for the results of those decisions and actions. In essence, authority and responsibility go hand in hand, as authority without responsibility can lead to abuse of power, while responsibility without authority can result in inefficiency and lack of accountability.

Further Detail

Introduction.

Authority and responsibility are two fundamental concepts in any organizational structure. While they are closely related, they have distinct attributes that contribute to the effective functioning of individuals and teams within an organization. Understanding the differences and similarities between authority and responsibility is crucial for managers and employees alike. In this article, we will explore the key attributes of authority and responsibility and how they impact organizational dynamics.

Authority refers to the power or right to give orders, make decisions, and enforce obedience. It is typically vested in individuals who hold formal positions within an organization, such as managers or supervisors. Authority is often associated with hierarchical structures, where individuals at higher levels have more authority than those at lower levels.

One of the key attributes of authority is that it provides individuals with the ability to make decisions and take actions that impact the organization and its members. This decision-making power allows individuals to guide and direct the activities of others towards achieving organizational goals. With authority, individuals can allocate resources, assign tasks, and establish policies and procedures.

Another attribute of authority is that it comes with accountability. Individuals who hold authority are responsible for the outcomes of their decisions and actions. They are answerable to higher levels of management and stakeholders for the results achieved. This accountability ensures that those in authority are held responsible for their actions and motivates them to make informed and effective decisions.

Furthermore, authority is often accompanied by legitimacy. Legitimate authority is derived from the formal position or role an individual holds within the organization. It is recognized and accepted by others based on the organizational structure and the established chain of command. Legitimacy provides individuals with the credibility and influence necessary to exercise their authority effectively.

Lastly, authority is not absolute and can be delegated or shared. Managers can delegate authority to their subordinates, empowering them to make decisions within certain boundaries. This delegation of authority not only helps in distributing workload but also fosters employee development and engagement by providing them with opportunities to exercise their decision-making skills.

Responsibility

Responsibility, on the other hand, refers to the obligation or duty to perform assigned tasks or fulfill specific roles within an organization. It is closely linked to authority, as individuals who are given authority are also responsible for the outcomes of their decisions and actions.

One of the key attributes of responsibility is that it is task-oriented. Individuals are responsible for completing specific tasks or achieving predetermined objectives. This task-oriented nature of responsibility ensures that work is organized and progress can be measured. It also helps in clarifying roles and expectations within the organization.

Responsibility also implies accountability. Individuals who are responsible for a task or role are answerable for the results they produce. They are expected to perform their duties to the best of their abilities and deliver the desired outcomes. Accountability ensures that individuals take ownership of their responsibilities and strive for excellence in their work.

Moreover, responsibility is often shared among team members. In collaborative environments, individuals work together to achieve common goals. Each team member has specific responsibilities that contribute to the overall success of the team. Sharing responsibility fosters teamwork, encourages collaboration, and enhances the collective performance of the team.

Lastly, responsibility is not static and can evolve over time. As individuals gain experience and expertise, they may be entrusted with greater responsibilities. This progression allows individuals to grow and develop within their roles, contributing to their personal and professional growth.

While authority and responsibility are distinct concepts, they are closely intertwined and complement each other within an organizational context. Let's compare some of their attributes:

Decision-Making Power

Authority provides individuals with the power to make decisions and take actions that impact the organization. They have the final say in matters related to their area of authority. Responsibility, on the other hand, requires individuals to execute the decisions made by those in authority. They are responsible for implementing the decisions effectively and achieving the desired outcomes.

Accountability

Both authority and responsibility come with accountability. Those in authority are accountable for the results of their decisions and actions. They are answerable to higher levels of management and stakeholders. Similarly, individuals with responsibility are accountable for the tasks or roles assigned to them. They are responsible for delivering the expected outcomes and meeting the established standards.

Authority can be delegated or shared, allowing managers to distribute decision-making power among their subordinates. Delegation of authority empowers employees and promotes their growth and development. Responsibility, on the other hand, can also be shared among team members. This sharing of responsibility fosters collaboration and teamwork, enabling individuals to work towards common goals.

Authority is often derived from the formal position or role an individual holds within the organization. It is recognized and accepted based on the organizational structure and the established chain of command. Legitimacy provides individuals with the credibility and influence necessary to exercise their authority effectively. Responsibility, however, does not necessarily require formal authority. Individuals can be responsible for specific tasks or roles without holding a formal position of authority.

Both authority and responsibility can evolve over time. As individuals gain experience and expertise, they may be entrusted with greater authority and responsibility. This progression allows individuals to grow and develop within their roles, contributing to their personal and professional growth.

Authority and responsibility are essential components of any organizational structure. While authority provides individuals with decision-making power and the ability to enforce obedience, responsibility ensures that tasks and roles are fulfilled effectively. Both authority and responsibility come with accountability and can be delegated or shared. Understanding the attributes of authority and responsibility is crucial for managers and employees to navigate the complexities of organizational dynamics and work towards achieving common goals.

Comparisons may contain inaccurate information about people, places, or facts. Please report any issues.

The Rising Professional

Making you more effective at work to reach the next rung.

Responsibility, Authority, and Accountability

Responsibility, authority, and accountability are the legs of effective delegation inside an organization. You have to have them in the proper relation to avoid failure. This true for delegation to you and from you to your directs. There are a lot of articles out there that attempt to define the words and claim victory. Others focus the relationships between them, but fail to define them adequately. We will take the approach of defining each term, briefly explaining each, and explaining their importance in the delegation of tasks.

Responsibility

Responsibility is the imperative to do those things that one ought. This requirement can come from any variety of sources: a moral code, societal expectations, statute, or by the nature of one’s relationship to a person or thing. You are responsible for your family due to all the reasons just laid out. Duty is a subset of responsibility. Duties are those responsibilities imposed by an outside organization (e.g., the company, military branch, government, etc.). 

For a manager, responsibility is derived primarily from organizational policies and tasking from one’s own boss. As a manager, you can create additional responsibilities for your direct reports in the form of delegation and assignment of tasks and projects. However, you cannot pass off your responsibility for something to a subordinate. When you give a task or project to one of your directs, you are still responsible for it. Your boss will hold you at fault if it does not get done to the standards of the organization. This does not absolve your direct, but you cannot presume that just because you delegated something that it does not require follow-up [ more ] .

Morally, the manager is responsible for his direct reports in a broader sense. The manager represents the organization to his directs [ more ] . He is responsible for ensuring he is doing so in a faithful manner. Also, developing his subordinates is his responsibility. But developing them does not exclusively mean preparing them for more senior jobs in the organization; there may not be a more senior job for that individual, but when that person does leave, you want them to have nothing but good things to say about you and your organization. This is one thing that helps you attract and retain talent. [ 1 ]

Authority is the power to effect a change in a situation or in another’s behavior . There are several different types of authority; it can be positional, expertise, or relational. Authority granted by a government, organization, or those you wish to influence. By nature of your role as a manager you have positional authority over your direct reports (also referred to as “role power” or “rank”). Role power is the weakest power you can use. It may seem fast and easy. But you are damaging your relationship with your directs the more it is used. Another type of positional authority is budgetary. The project lead will some control over the development and execution of the project’s budget. Depending on the situation, there may be other types of authority that you need to consider.

You can delegate the authorities you have, unless specifically restrained by the organization’s policies from doing so. More importantly, you should delegate all authorities you can necessary to achieve the objective set out in the project you have delegated. If you are unwilling to do so, then you should not delegate the project or you should get over yourself and delegate them anyway. If you assign a project to a direct of yours you have just given her a responsibility to accomplish an aim. You should immediate delegate to her all the authorities necessary to accomplish the goal. Failing to do so will mean you cannot, in good conscience, hold her accountable for the failure of the project; it will be your fault that it failed.

Accountability

Accountability   is the assigning of consequences to the actions taken or omitted. It is what puts teeth into responsibility. If a person is responsible, but not accountable, we will be left with moral failure only. The organization will not see any shirking of responsibility corrected or the offender replaced with someone who will execute his responsibility. Actions do not have to rise to the level of dismissal for someone to be held accountable. A verbal correction can be enough. Individuals can hold themselves accountable by noting their shortcomings in fulfilling their responsibilities and taking actions to correct it and prevent reoccurrence.

A manager must hold himself and his subordinates accountable for their actions and omissions in the handling of their responsibility. Specific to himself, the manager should take advantage of self and peer accountability regularly. Early self-assessment and correction will prevent minor lapses from becoming major violations requiring external accountability to be enforced. Enforcement from subordinate is unlikely and often ineffective.

The manager is a source of external accountability for his subordinates. This role is not to be abdicated. He must hold his directs accountable by providing formal and informal feedback. Both reinforcing, positive feedback and corrective, negative feedback are essential to ensuring the team is operating as effectively as it can. Dismissal should not be a first resort in all but the most egregious offenses. That does not mean it is to be avoided, though. If after a concerted effort (check your organization’s policies), someone fails to live up to the performance and ethical standards of the organization, management. This is the responsibility of the manager for which he is given certain authority because the organization holds him accountable for results.

Responsibility, authority, and accountability are the legs of effective delegation inside an organization. When you are delegated the responsibility to for a project, make sure you also have the necessary authorities and have a good idea on what accountability system is in place. When you delegate a project to one of your directs, make sure you give them the authorities and hold them accountable for the success or failure. You would expect this from your boss; give it to your directs.

Additional Resources

• TRP: “ Delegate Does Not Mean Done “
• TRP: “ You Are the Organization “
• Chambers, E., et al. The McKinsey Quarterly : “ The War for Talent “, 1998

Share this:

• Click to print (Opens in new window)
• Click to share on Facebook (Opens in new window)
• Click to share on Twitter (Opens in new window)
• Click to share on LinkedIn (Opens in new window)
• Click to share on Pocket (Opens in new window)
• Click to email a link to a friend (Opens in new window)

An official website of the United States government

The .gov means it's official. Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you're on a federal government site.

The site is secure. The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

• Publications
• Account settings
• Browse Titles

NCBI Bookshelf. A service of the National Library of Medicine, National Institutes of Health.

Open Resources for Nursing (Open RN); Ernstmeyer K, Christman E, editors. Nursing Management and Professional Concepts [Internet]. Eau Claire (WI): Chippewa Valley Technical College; 2022.

Nursing Management and Professional Concepts [Internet].

• About Open RN

Chapter 3 - Delegation and Supervision

3.1. delegation & supervision introduction, learning objectives.

• Identify typical scope of practice of the RN, LPN/VN, and assistive personnel roles

• Identify tasks that can and cannot be delegated to members of the nursing team

• Describe the five rights of effective delegation

• Explain the responsibilities of the RN when delegating and supervising tasks

• Explain the responsibilities of the delegatee when performing delegated tasks

• Outline the responsibilities of the employer and nurse leader regarding delegation

• Describe supervision of delegated acts

As health care technology continues to advance, clients require increasingly complex nursing care, and as staffing becomes more challenging, health care agencies respond with an evolving variety of nursing and assistive personnel roles and responsibilities to meet these demands. As an RN, you are on the frontlines caring for ill or injured clients and their families, advocating for clients’ rights, creating nursing care plans, educating clients on how to self-manage their health, and providing leadership throughout the complex health care system. Delivering safe, effective, quality client care requires the RN to coordinate care by the nursing team as tasks are assigned, delegated, and supervised.  Nursing team members  include advanced practice registered nurses (APRN), registered nurses (RN), licensed practical/vocational nurses (LPN/VN), and assistive personnel (AP).[ 1 ]  Assistive personnel (AP)  (formerly referred to as ‘‘unlicensed” assistive personnel [UAP]) are any assistive personnel trained to function in a supportive role, regardless of title, to whom a nursing responsibility may be delegated. This includes, but is not limited to, certified nursing assistants or aides (CNAs), patient-care technicians (PCTs), certified medical assistants (CMAs), certified medication aides, and home health aides.[ 2 ] Making assignments, delegating tasks, and supervising delegatees are essential components of the RN role and can also provide the RN more time to focus on the complex needs of clients. For example, an RN may delegate to AP the attainment of vital signs for clients who are stable, thus providing the nurse more time to closely monitor the effectiveness of interventions in maintaining complex clients’ hemodynamics, thermoregulation, and oxygenation. Collaboration among the nursing care team members allows for the delivery of optimal care as various skill sets are implemented to care for the patient.

Properly assigning and delegating tasks to nursing team members can promote efficient client care. However, inappropriate assignments or delegation can compromise client safety and produce unsatisfactory client outcomes that may result in legal issues. How does the RN know what tasks can be assigned or delegated to nursing team members and assistive personnel? What steps should the RN follow when determining if care can be delegated? After assignments and delegations are established, what is the role and responsibility of the RN in supervising client care? This chapter will explore and define the fundamental concepts involved in assigning, delegating, and supervising client care according to the most recent joint national delegation guidelines published by the National Council of State Boards of Nursing (NCSBN) and the American Nurses Association (ANA).[ 3 ]

3.3. ASSIGNMENT

Nursing team members working in inpatient or long-term care settings receive patient assignments at the start of their shift.  Assignment  refers to routine care, activities, and procedures that are within the legal scope of practice of registered nurses (RN), licensed practical/vocational nurses (LPN/VN), or assistive personnel (AP).[ 1 ] Scope of practice for RNs and LPNs is described in each state’s Nurse Practice Act. Care tasks for AP vary by state; regulations are typically listed on sites for the state’s Board of Nursing, Department of Health, Department of Aging, Department of Health Professions, Department of Commerce, or Office of Long-Term Care.[ 2 ]

See Table 3.3a for common tasks performed by members of the nursing team based on their scope of practice. These tasks are within the traditional role and training the team member has acquired through a basic educational program. They are also within the expectations of the health care agency during a shift of work. Agency policy can be more restrictive than federal or state regulations, but it cannot be less restrictive.

Patient assignments are typically made by the charge nurse (or nurse supervisor) from the previous shift. A charge nurse is an RN who provides leadership on a patient-care unit within a health care facility during their shift. Charge nurses perform many of the tasks that general nurses do, but also have some supervisory duties such as making assignments, delegating tasks, preparing schedules, monitoring admissions and discharges, and serving as a staff member resource.[ 3 ]

Nursing Team Members’ Scope of Practice and Common Tasks[ 4 ]

View in own window

An example of a patient assignment is when an RN assigns an LPN/VN to care for a client with stable heart failure. The LPN/VN collects assessment data, monitors intake/output throughout the shift, and administers routine oral medication. The LPN/VN documents this information and reports information back to the RN. This is considered the LPN/VN’s “assignment” because the skills are taught within an LPN educational program and are consistent with the state’s Nurse Practice Act for LPN/VN scope of practice. They are also included in the unit’s job description for an LPN/VN. The RN may also assign some care for this client to AP. These tasks may include assistance with personal hygiene, toileting, and ambulation. The AP documents these tasks as they are completed and reports information back to the RN or LPN/VN. These tasks are considered the AP’s assignment because they are taught within a nursing aide’s educational program, are consistent with the AP’s scope of practice for that state, and are included in the job description for the nursing aide’s role in this unit. The RN continues to be accountable for the care provided to this client despite the assignments made to other nursing team members.

Special consideration is required for AP with additional training. With increased staffing needs, skills such as administering medications, inserting Foley catheters, or performing injections are included in specialized training programs for AP. Due to the impact these skills can have on the outcome and safety of the client, the National Council of State Board of Nursing (NCSBN) recommends these activities be considered delegated tasks by the RN or nurse leader. By delegating these advanced skills when appropriate, the nurse validates competency, provides supervision, and maintains accountability for client outcomes. Read more about delegation in the “ Delegation ” section of this chapter.

When making assignments to other nursing team members, it is essential for the RN to keep in mind specific tasks that cannot be delegated to other nursing team members based on federal and/or state regulations. These tasks include, but are not limited to, those tasks described in Table 3.3b .

Examples of Tasks Outside the Scope of Practice of Nursing Assistive Personnel

As always, refer to each state’s Nurse Practice Act and other state regulations for specific details about nursing team members’ scope of practice when providing care in that state.

Find and review Nurse Practice Acts by state at  www.ncsbn.org/npa. Read more about the Wisconsin’s Nurse Practice Act and the standards and scope of practice for RNs and LPNs  Wisconsin’s Legislative Code Chapter N6. Read more about scope of practice, skills, and practices of nurse aides in Wisconsin at  DHS 129.07 Standards for Nurse Aide Training Programs.

3.4. DELEGATION

There has been significant national debate over the difference between assignment and delegation over the past few decades. In 2019 the National Council of State Boards of Nursing (NCSBN) and the American Nurses Association (ANA) published updated joint National Guidelines on Nursing Delegation (NGND).[ 1 ] These guidelines apply to all levels of nursing licensure (advanced practice registered nurses [APRN], registered nurses [RN], and licensed practical/vocational nurses [LPN/VN]) when delegating when there is no specific guidance provided by the state’s Nurse Practice Act (NPA).[ 2 ] It is important to note that states have different laws and rules/regulations regarding delegation, so it is the responsibility of all licensed nurses to know what is permitted in their jurisdiction.

The NGND defines a  delegatee  as an RN, LPN/VN, or AP who is delegated a nursing responsibility by either an APRN, RN, or LPN/VN, is competent to perform the task, and verbally accepts the responsibility.[ 3 ] D elegation  is allowing a delegatee to perform a specific nursing activity, skill, or procedure that is beyond the delegatee’s traditional role and not routinely performed, but the individual has obtained additional training and validated their competence to perform the delegated responsibility.[ 4 ] However, the licensed nurse still maintains accountability for overall client care.  Accountability  is defined as being answerable to oneself and others for one’s own choices, decisions, and actions as measured against a standard. Therefore, if a nurse does not feel it is appropriate to delegate a certain responsibility to a delegatee, the delegating nurse should perform the activity themselves.[ 5 ]

Delegation is summarized in the NGND as the following[ 6 ]:

• A delegatee is allowed to perform a specific nursing activity, skill, or procedure that is outside the traditional role and basic responsibilities of the delegatee’s current job.
• The delegatee has obtained the additional education and training and validated competence to perform the care/delegated responsibility. The context and processes associated with competency validation will be different for each activity, skill, or procedure being delegated. Competency validation should be specific to the knowledge and skill needed to safely perform the delegated responsibility, as well as to the level of the practitioner (e.g., RN, LPN/VN, AP) to whom the activity, skill, or procedure has been delegated. The licensed nurse who delegates the “responsibility” maintains overall accountability for the client, but the delegatee bears the responsibility for completing the delegated activity, skill, or procedure.
• The licensed nurse cannot delegate nursing clinical judgment or any activity that will involve nursing clinical judgment or critical decision-making to AP.
• Nursing responsibilities are delegated by a licensed nurse who has the authority to delegate and the delegated responsibility is within the delegator’s scope of practice.

An example of delegation is medication administration that is delegated by a licensed nurse to AP with additional training in some agencies, according to agency policy. This task is outside the traditional role of AP, but the delegatee has received additional training for this delegated responsibility and has completed competency validation in completing this task accurately.

An example illustrating the difference between assignment and delegation is assisting patients with eating. Feeding patients is typically part of the routine role of AP. However, if a client has recently experienced a stroke (i.e., cerebrovascular accident) or is otherwise experiencing swallowing difficulties (e.g., dysphagia), this task cannot be assigned to AP because it is not considered routine care. Instead, the RN should perform this task themselves or delegate it to an AP who has received additional training on feeding assistance.

The delegation process is multifaceted. See Figure 3.2 [ 7 ] for an illustration of the intersecting responsibilities of the employer/nurse leader, licensed nurse, and delegatee with two-way communication that protects the safety of the public. “Delegation begins at the administrative/nurse leader level of the organization and includes determining nursing responsibilities that can be delegated, to whom, and under what circumstances; developing delegation policies and procedures; periodically evaluating delegation processes; and promoting a positive culture/work environment. The licensed nurse is responsible for determining client needs and when to delegate, ensuring availability to the delegatee, evaluating outcomes, and maintaining accountability for delegated responsibility. Finally, the delegatee must accept activities based on their competency level, maintain competence for delegated responsibility, and maintain accountability for delegated activity.”[ 8 ]

Multifaceted Delegation Process

Five Rights of Delegation

How does the RN determine what tasks can be delegated, when, and to whom? According to the National Council of State Boards of Nursing (NCSBN), RNs should use the five rights of delegation to ensure proper and appropriate delegation: right task, right circumstance, right person, right directions and communication, and right supervision and evaluation[ 9 ]:

• Right task:  The activity falls within the delegatee’s job description or is included as part of the established policies and procedures of the nursing practice setting. The facility needs to ensure the policies and procedures describe the expectations and limits of the activity and provide any necessary competency training.
• Right circumstance:  The health condition of the client must be stable. If the client’s condition changes, the delegatee must communicate this to the licensed nurse, and the licensed nurse must reassess the situation and the appropriateness of the delegation.[ 10 ]
• Right person:  The licensed nurse, along with the employer and the delegatee, is responsible for ensuring that the delegatee possesses the appropriate skills and knowledge to perform the activity.[ 11 ]
• Right directions and communication:  Each delegation situation should be specific to the client, the nurse, and the delegatee. The licensed nurse is expected to communicate specific instructions for the delegated activity to the delegatee; the delegatee, as part of two-way communication, should ask any clarifying questions. This communication includes any data that need to be collected, the method for collecting the data, the time frame for reporting the results to the licensed nurse, and additional information pertinent to the situation. The delegatee must understand the terms of the delegation and must agree to accept the delegated activity. The licensed nurse should ensure the delegatee understands they cannot make any decisions or modifications in carrying out the activity without first consulting the licensed nurse.[ 12 ]
• Right supervision and evaluation:  The licensed nurse is responsible for monitoring the delegated activity, following up with the delegatee at the completion of the activity, and evaluating client outcomes. The delegatee is responsible for communicating client information to the licensed nurse during the delegation situation. The licensed nurse should be ready and available to intervene as necessary. The licensed nurse should ensure appropriate documentation of the activity is completed.[ 13 ]

Simply stated, the licensed nurse determines the right person is assigned the right tasks for the right clients under the right circumstances. When determining what aspects of care can be delegated, the licensed nurse uses clinical judgment while considering the client’s current clinical condition, as well as the abilities of the health care team member. The RN must also consider if the circumstances are appropriate for delegation. For example, although obtaining routine vitals signs on stable clients may be appropriate to delegate to assistive personnel, obtaining vitals signs on an unstable client is not appropriate to delegate.

After the decision has been made to delegate, the nurse assigning the tasks must communicate appropriately with the delegatee and provide the right directions and supervision. Communication is key to successful delegation. Clear, concise, and closed-loop communication is essential to ensure successful completion of the delegated task in a safe manner. During the final step of delegation, also referred to as  supervision , the nurse verifies and evaluates that the task was performed correctly, appropriately, safely, and competently. Read more about supervision in the following subsection on “ Supervision .” See Table 3.4 for additional questions to consider for each “right” of delegation.

Rights of Delegation[ 14 ]

Keep in mind that any nursing intervention that requires specific nursing knowledge, clinical judgment, or use of the nursing process can only be delegated to another RN. Examples of these types of tasks include initial preoperative or admission assessments, client teaching, and creation and evaluation of a nursing care plan. See Figure 3.3 [ 15 ] for an algorithm based on the 2019 National Guidelines for Nursing Delegation that can be used when deciding if a nursing task can be delegated.[ 16 ]

Delegation Algorithm

Responsibilities of the Licensed Nurse

The licensed nurse has several responsibilities as part of the delegation process. According to the NGND, any decision to delegate a nursing responsibility must be based on the needs of the client or population, the stability and predictability of the client’s condition, the documented training and competence of the delegatee, and the ability of the licensed nurse to supervise the delegated responsibility and its outcome with consideration to the available staff mix and client acuity. Additionally, the licensed nurse must consider the state Nurse Practice Act regarding delegation and the employer’s policies and procedures prior to making a final decision to delegate. Licensed nurses must be aware that delegation is at the nurse’s discretion, with consideration of the particular situation. The licensed nurse maintains accountability for the client, while the delegatee is responsible for the delegated activity, skill, or procedure. If, under the circumstances, a nurse does not feel it is appropriate to delegate a certain responsibility to a delegatee, the delegating nurse should perform the activity.[ 17 ]

The licensed nurse must determine when and what to delegate based on the practice setting, the client’s needs and condition, the state’s/jurisdiction’s provisions for delegation, and the employer’s policies and procedures regarding delegating a specific responsibility. The licensed nurse must determine the needs of the client and whether those needs are matched by the knowledge, skills, and abilities of the delegatee and can be performed safely by the delegatee. The licensed nurse cannot delegate any activity that requires clinical reasoning, nursing judgment, or critical decision-making. The licensed nurse must ultimately make the final decision whether an activity is appropriate to delegate to the delegatee based on the “Five Rights of Delegation.”

• Rationale:  The licensed nurse, who is present at the point of care, is in the best position to assess the needs of the client and what can or cannot be delegated in specific situations.[ 18 ]

The licensed nurse must communicate with the delegatee who will be assisting in providing client care.  This should include reviewing the delegatee’s assignment and discussing delegated responsibilities, including information on the client’s condition/stability, any specific information pertaining to a certain client (e.g., no blood draws in the right arm), and any specific information about the client’s condition that should be communicated back to the licensed nurse by the delegatee.

• Rationale:  Communication must be a two-way process involving both the licensed nurse delegating the activity and the delegatee being delegated the responsibility. Evidence shows that the better the communication between the nurse and the delegatee, the more optimal the outcome. The licensed nurse must provide information about the client and care requirements. This includes any specific issues related to any delegated responsibilities. These instructions should include any unique client requirements. The licensed nurse must instruct the delegatee to regularly communicate the status of the client.[ 19 ]

The licensed nurse must be available to the delegatee for guidance and questions, including assisting with the delegated responsibility, if necessary, or performing it themselves if the client’s condition or other circumstances  warrant doing so.

• Rationale:  Delegation calls for nursing judgment throughout the process. The final decision to delegate rests in the hands of the licensed nurse as they have overall accountability for the client.[ 20 ]

The licensed nurse must follow up with the delegatee and the client after the delegated responsibility has been completed.

• Rationale:  The licensed nurse who delegates the “responsibility” maintains overall accountability for the client, while the delegatee is responsible for the delegated activity, skill, or procedure.[ 21 ]

The licensed nurse must provide feedback information about the delegation process and any issues regarding delegatee competence level to the nurse leader. Licensed nurses in the facility need to communicate to the nurse leader responsible for delegation any issues arising related to delegation and any individual whom they identify as not being competent in a specific responsibility or unable to use good judgment and decision-making.

• Rationale:  This will allow the nurse leader responsible for delegation to develop a plan to address the situation.[ 22 ]

The decision of whether or not to delegate or assign is based on the RN’s judgment concerning the condition of the client, the competence of the nursing team member, and the degree of supervision that will be required of the RN if a task is delegated.[ 23 ]

Responsibilities of the Delegatee

Everyone is responsible for the well-being of clients. While the nurse is ultimately accountable for the overall care provided to a client, the delegatee shares the responsibility for the client and is fully responsible for the delegated activity, skill, or procedure.[ 24 ] The delegatee has the following responsibilities:

The delegatee must accept only the delegated responsibilities that they are appropriately trained and educated to perform and feel comfortable doing given the specific circumstances in the health care setting and client’s condition. The delegatee should confirm acceptance of the responsibility to carry out the delegated activity. If the delegatee does not believe they have the appropriate competency to complete the delegated responsibility, then the delegatee should not accept the delegated responsibility. This includes informing the nursing leadership if they do not feel they have received adequate training to perform the delegated responsibility, do not perform the procedure frequently enough to do it safely, or their knowledge and skills need updating.

• Rationale:  The delegatee shares the responsibility to keep clients safe, and this includes only performing activities, skills, or procedures in which they are competent and comfortable doing.[ 25 ]

The delegatee must maintain competency for the delegated responsibility.

• Rationale:  Competency is an ongoing process. Even if properly taught, the delegatee may become less competent if they do not frequently perform the procedure. Given that the delegatee shares the responsibility for the client, the delegatee also has a responsibility to maintain competency.[ 26 ]

The delegatee must communicate with the licensed nurse in charge of the client.  This includes any questions related to the delegated responsibility and follow-up on any unusual incidents that may have occurred while the delegatee was performing the delegated responsibility, any concerns about a client’s condition, and any other information important to the client’s care.

• Rationale:  The delegatee is a partner in providing client care. They are interacting with the client/family and caring for the client. This information and two-way communication are important for successful delegation and optimal outcomes for the client.[ 27 ]

Once the delegatee verifies acceptance of the delegated responsibility, the delegatee is accountable for carrying out the delegated responsibility correctly and completing timely and accurate documentation per facility policy.

• Rationale:  The delegatee cannot delegate to another individual. If the delegatee is unable to complete the responsibility or feels as though they need assistance, the delegatee should inform the licensed nurse immediately so the licensed nurse can assess the situation and provide support. Only the licensed nurse can determine if it is appropriate to delegate the activity to another individual. If at any time the licensed nurse determines they need to perform the delegated responsibility, the delegatee must relinquish responsibility upon request of the licensed nurse.[ 28 ]

Responsibilities of the Employer/Nurse Leader

The employer and nurse leaders also have responsibilities related to safe delegation of client care:

The employer must identify a nurse leader responsible for oversight of delegated responsibilities for the facility.  If there is only one licensed nurse within the practice setting, that licensed nurse must be responsible for oversight of delegated responsibilities for the facility.

• Rationale:  The nurse leader has the ability to assess the needs of the facility, understand the type of knowledge and skill needed to perform a specific nursing responsibility, and be accountable for maintaining a safe environment for clients. They are also aware of the knowledge, skill level, and limitations of the licensed nurses and AP. Additionally, the nurse leader is positioned to develop appropriate staffing models that take into consideration the need for delegation. Therefore, the decision to delegate begins with a thorough assessment by a nurse leader designated by the institution to oversee the process.[ 29 ]

The designated nurse leader responsible for delegation, ideally with a committee (consisting of other nurse leaders) formed for the purposes of addressing delegation, must determine which nursing responsibilities may be delegated, to whom, and under what circumstances. The nurse leader must be aware of the state Nurse Practice Act and the laws/rules and regulations that affect the delegation process and ensure all institutional policies are in accordance with the law.

• Rationale:  A systematic approach to the delegation process fosters communication and consistency of the process throughout the facility.[ 30 ]

Policies and procedures for delegation must be developed.  The employer/nurse leader must outline specific responsibilities that can be delegated and to whom these responsibilities can be delegated. The policies and procedures should also indicate what may not be delegated. The employer must periodically review the policies and procedures for delegation to ensure they remain consistent with current nursing practice trends and that they are consistent with the state Nurse Practice Act. (Institution/employer policies can be more restrictive, but not less restrictive.)

• Rationale:  Policies and procedures standardize the appropriate method of care and ensure safe practices. Having a policy and procedure specific to delegation and delegated responsibilities eliminates questions from licensed nurses and AP about what can be delegated and how they should be performed.[ 31 ]

The employer/nurse leader must communicate information about delegation to the licensed nurses and AP and educate them about what responsibilities can be delegated. This information should include the competencies of delegatees who can safely perform a specific nursing responsibility.

• Rationale:  Licensed nurses must be aware of the competence level of staff and expectations for delegation (as described within the policies and procedures) to make informed decisions on whether or not delegation is appropriate for the given situation. Licensed nurses maintain accountability for the client. However, the delegatee has responsibility for the delegated activity, skill, or procedure.

In summary, delegation is the transfer of the nurse’s responsibility for a task while retaining professional accountability for the client’s overall outcome. The decision to delegate is based on the nurse’s judgment, the act of delegation must be clearly defined by the nurse, and the outcomes of delegation are an extension of the nurse’s guidance and supervision. Delegation, when rooted in mutual respect and trust, is a key component to an effective health care team.

3.5. SUPERVISION

The licensed nurse has the responsibility to supervise, monitor, and evaluate the nursing team members who have received delegated tasks, activities, or procedures. As previously noted, the act of supervision requires the nurse to assess the staff member’s ability, competency, and experience prior to delegating. After the nurse has made the decision to delegate, supervision continues in terms of coaching, supporting, assisting, and educating as needed throughout the task to assure appropriate care is provided.

The nurse is accountable for client care delegated to other team members. Communication and supervision should be ongoing processes throughout the shift within the nursing care team. The nurse must ensure quality of care, appropriateness, timeliness, and completeness through direct and indirect supervision. For example, an RN may directly observe the AP reposition a client or assist them to the bathroom to assure both client and staff safety are maintained. An RN may also indirectly evaluate an LPN’s administration of medication by reviewing documentation in the client’s medical record for timeliness and accuracy. Through direct and indirect supervision of delegation, quality client care and compliance with standards of practice and facility policies can be assured.

Supervision also includes providing constructive feedback to the nursing team member.  Constructive feedback  is supportive and identifies solutions to areas needing improvement. It is provided with positive intentions to address specific issues or concerns as the person learns and grows in their role. Constructive feedback includes several key points:

• Was the task, activity, care, or procedure performed correctly?
• Were the expected outcomes involving delegation for that client achieved?
• Did the team member utilize effective and timely communication?
• What were the challenges of the activity and what aspects went well?
• Were there any problems or specific concerns that occurred and how were they managed?

After these questions have been addressed, the RN creates a plan for future delegation with the nursing team member. This plan typically includes the following:

• Recognizing difficulty of the nursing team member in initiating or completing the delegated activities.
• Observing the client’s responses to actions performed by the nursing team member.
• Following up in a timely manner on any problems, incidents, or concerns that arose.
• Creating a plan for providing additional training and monitoring outcomes of future delegated tasks, activities, or procedures.
• Consulting with appropriate nursing administrators per agency policy if the client’s safety was compromised.

3.6. SPOTLIGHT APPLICATION

You are an RN and are reporting to work on a 16-bed medical/renal unit in a county hospital for the 0700 – 1500 shift today. The client population is primarily socioeconomically disadvantaged. Staff for the shift includes four RNs, one LPN/VN, and two AP.

You are a new RN graduate on the unit, and your orientation was completed two weeks ago. The LPN/VN has been working on the unit for ten years. Both AP have been on the unit for six months and are certified nursing assistants after completing basic nurse aide training. You, as one of four RNs on the unit, have been assigned four clients. You share the LPN with the other RNs, and there is one AP for every two RNs.

The charge nurse has assigned you the following four clients. Scheduled morning medications are due at 0800 and all four require some assistance with their ADLs.

• Client A:  An obese 52-year-old male with hypertension and diabetes requiring insulin therapy. He has been depressed since recently being diagnosed with end-stage renal disease requiring hemodialysis. He needs his morning medications and assistance getting dressed for transport to hemodialysis in 30 minutes.
• Client B:  A 83-year-old female client with acute pyelonephritis admitted two days ago. She has a PICC line in place and is receiving IV vancomycin every 12 hours. The next dose is due at 0830 after a trough level is drawn.
• Client C:  A 78-year-old male recently diagnosed with bladder cancer. He has bright red urine today but reports it is painless. He has surgery scheduled at 0900 and the pre-op checklist has not yet been completed.
• Client D:  A malnourished 80-year-old male client admitted with dehydration and imbalanced electrolyte levels. He is being discharged home today and requires patient education.

Reflective Questions

At the start of the shift, you determine which tasks, cares, activities, and/or procedures you will delegate to the LPN and AP. What factors must you consider prior to delegation?

What tasks will you delegate to the LPN/VN?

What tasks will you delegate to the AP?

3.7. LEARNING ACTIVITIES

Learning activities.

(Answers to “Learning Activities” can be found in the “Answer Key” at the end of the book. Answers to interactive activities are provided as immediate feedback.)

Review the following case studies regarding nurse liability associated with inappropriate delegation:

• Nurse Case Study: Wrongful delegation of patient care to unlicensed assistive personnel
• Nurse Video Case Study: Failure to assess and monitor

Reflective Questions:  What delegation errors occurred in each of these scenarios and what were the repercussions of these errors for the nurses involved?

III. GLOSSARY

Being answerable to oneself and others for one’s own choices, decisions, and actions as measured against a standard.

Routine care, activities, and procedures that are within the authorized scope of practice of the RN, LPN/VN, or routine functions of the assistive personnel.

Any assistive personnel (formerly referred to as ‘‘unlicensed” assistive personnel [UAP]) trained to function in a supportive role, regardless of title, to whom a nursing responsibility may be delegated. This includes, but is not limited to, certified nursing assistants or aides (CNAs), patient-care technicians (PCTs), certified medical assistants (CMAs), certified medication aides, and home health aides. [1]

A process that enables the person giving the instructions to hear what they said reflected back and to confirm that their message was, in fact, received correctly.

Supportive feedback that offers solutions to areas of weakness.

An RN, LPN/VN, or AP who is delegated a nursing responsibility by either an APRN, RN, or LPN/VN who is competent to perform the task and verbally accepts the responsibility.

Allowing a delegatee to perform a specific nursing activity, skill, or procedure that is beyond the delegatee’s traditional role but in which they have received additional training.

An APRN, RN, or LPN/VN who requests a specially trained delegatee to perform a specific nursing activity, skill, or procedure that is beyond the delegatee’s traditional role.

Right task, right circumstance, right person, right directions and communication, and right supervision and evaluation.

Advanced practice registered nurses (APRN), registered nurses (RN), licensed practical/vocational nurses (LPN/VN), and assistive personnel (AP).

Procedures, actions, and processes that a health care practitioner is permitted to undertake in keeping with the terms of their professional license.

Appropriate monitoring of the delegated activity, evaluation of patient outcomes, and follow-up with the delegatee at the completion of the activity.

Making adjustments to medication dosage per an established protocol to obtain a desired therapeutic outcome.

Licensed under a Creative Commons Attribution 4.0 International License. To view a copy of this license, visit https://creativecommons.org/licenses/by/4.0/ .

• Cite this Page Open Resources for Nursing (Open RN); Ernstmeyer K, Christman E, editors. Nursing Management and Professional Concepts [Internet]. Eau Claire (WI): Chippewa Valley Technical College; 2022. Chapter 3 - Delegation and Supervision.
• PDF version of this title (18M)

In this Page

• DELEGATION & SUPERVISION INTRODUCTION
• SUPERVISION
• SPOTLIGHT APPLICATION
• LEARNING ACTIVITIES

Other titles in this collection

• Open RN OER Textbooks

Related Items in Bookshelf

• All Textbooks

Related information

• PubMed Links to PubMed

Recent Activity

• Chapter 3 - Delegation and Supervision - Nursing Management and Professional Con... Chapter 3 - Delegation and Supervision - Nursing Management and Professional Concepts

Your browsing activity is empty.

Activity recording is turned off.

Turn recording back on

Connect with NLM

National Library of Medicine 8600 Rockville Pike Bethesda, MD 20894

Web Policies FOIA HHS Vulnerability Disclosure

Help Accessibility Careers