The barriers to the delegation of authority are discussed as follows:
1. From Executives’ Side:
(i) There are managers who prefer to withhold a larger part of their authority under the pretext that even after delegation they still continue to remain responsible for the accomplishment of tasks assigned to them. Such a psychology is self-defeating and causes real obstacles to authority delegation.
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(ii) Certain personal attitudes are also important in making real delegation. Every delegation must involve a degree of authority or discretion. The decisions of subordinate are not likely to be exactly similar to that of the manager who has delegated the authority to him. Hence, a manager should be receptive and give other individuals’ ideas a chance.
In the same way, for making delegation realistic and effective in the true sense, the manager must not only be willing to push decision-making power down the levels of organizational structure but must be prepared to allow others to make mistakes. It is all the more essential that the manager must believe and trust his subordinates.
(iii) Lack of ability to direct well is still another barrier to the successful delegation on the part of the top executives.
2. From Staff Members’ Side:
Sometimes, subordinates are not very comfortable with the idea of being delegated a certain part of his superior’s authority. Often it happens that a manager is willing to delegate part of his authority, but the subordinate finds it more convenient and easy to take dictation and ask the higher-up rather than to involve himself in the creative process of decision making.
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Fear of criticism may also deter subordinate from accepting any delegation of authority. Lack of confidence is yet another serious problem among the subordinates.
In addition, a lack of necessary information and resources to do the assigned duties also makes the subordinates feel hesitant in accepting delegation.