Authority, Responsibiity and Accountability — Important Questions

Because responsibility is absolute and cannot be fully transferred – the delegator retains it

Step 1: Louis Allen's definition highlights three elements – entrustment of responsibility, delegation of authority, and creation of accountability. Step 2: The critical insight here is that while authority can be passed on, responsibility is ABSOLUTE. It means the original holder of responsibility (the delegator) always retains it. Step 3: This is why delegation is NOT abdication – the manager does not escape responsibility by delegating. Step 4: Why others are wrong – Creating accountability in the subordinate is a consequence of delegation, not the reason the delegator retains responsibilit

The employee will become ineffective as responsibility exceeds authority

Step 1: The Principle of Parity between Authority and Responsibility states that authority granted must match the responsibility assigned. Step 2: Two scenarios arise from imbalance – (a) If authority > responsibility: there is risk of misuse of authority. (b) If responsibility > authority: the person becomes ineffective because they cannot command resources or people needed to fulfil the responsibility. Step 3: In this question, the employee has responsibility but NO authority – this is the second scenario. Without authority to direct the team or access resources, the employee simply cannot p

Authority flows downward; responsibility and accountability flow upward

Step 1: Authority is delegated from a superior to a subordinate, meaning it travels FROM top TO bottom – it flows DOWNWARD. Step 2: When authority is given, the subordinate takes on responsibility to perform the task. This obligation is owed TO the superior, meaning responsibility flows UPWARD. Step 3: Accountability (answering for the outcome) is also owed to the superior – it also flows UPWARD. Step 4: A simple memory trick – authority comes FROM above (top to bottom), while responsibility and accountability go TO above (bottom to top). Step 5: All other options mix up these directions and a

Competence theory says authority comes from personal expertise and charisma; Formal theory says it originates from the top and flows down through delegation

Step 1: Formal Authority Theory – Authority originates at the very top of an organisation (e.g., shareholders → Board of Directors → CEO → managers). It flows downward through the process of delegation. It is legal and legitimate. Step 2: Competence Authority Theory – According to Urwick, a person derives authority from their personal competence, technical knowledge, and charisma. People follow their advice not because of rank, but because of expertise. Step 3: Example – A junior software expert may have more competence authority over a technical decision than a senior manager with only formal