In the USA, the first formal study of empowerment dates back to Mary Parker Follett‟s management ideas. She distinguished between “power-with” and “power-over” and suggested the process of integration to increase power-with while decreasing power-over (Business and Management Review, 2011). And power-with means get the job done by providing the delegation of authority. Delegation is the work a manager does to entrust responsibility and authority to others and to create new accountability for results (Fletcher and Taplin, 2002). Effective delegation can lessen the authority of managers but cannot lessen the responsibility. And it can help managers to work more effectively and efficiently. The process of providing decision-making authority to non managers is called delegation. For the process to be successful, an employee must be able to obtain the resources and support needed for effective accomplishment of the delegated task. When managers share power with non managers empowerment occurs. Empowering employees enables organizations to be more flexible and responsive and can lead to improvements in both individual and organizational performance. Similarly, it is maintained that employee empowerment is critical to organizational innovativeness and effectiveness. This includes providing the training, tools and management support that employees need to finish a task. Thus, an equipped worker has both the authority and the capability to accomplish the work. Although authority can be delegated, responsibility cannot-the person who delegates a task is ultimately responsible for its success (Camp & Simmering, 2004). The assigned worker is therefore accountable for meeting the goals and objectives of the task.
In order for managers to achieve goals in an efficient manner, part of their work may be assigned to others. When work is delegated, tasks and authority are