Decision-making Freedom in Delegation of Authority among Managers: A Case of the Office National Assembly Tanzania

Abstract

This study investigated the influence of a manager's level of decision-making freedom on the effective transfer of authority within the framework of an organization. The study utilized mixed methods encompassing qualitative and quantitative research methodologies, including survey data collected from a varied sample of managers from Tanzania National House of Assembly. The study indicated a robust and favorable association between the level of autonomy granted to managers in decision-making processes and their proficiency in effectively assigning authority to subordinates. Similarly, several types of organizational culture have the potential to either enhance or diminish an association and there exists a strong relationship between the extent of decision-making autonomy granted to managers and their proficiency in delegating authority