The relevance of this study is driven by the specific nature of healthcare institutions, which are characterised by a high level of professional autonomy among medical personnel, substantial responsibility for patients’ health and lives, as well as strict regulatory constraints. The combination of these factors makes the issue of delegating managerial authority particularly significant, yet insufficiently explored both in theoretical and applied dimensions. The purpose of this article was to substantiate the theoretical and methodological foundations of delegating managerial authority within healthcare institution management in order to enhance the efficiency and effectiveness of administrative activities. The research methodology included general scientific and specialised methods, in particular the analysis and synthesis of scholarly sources, systemic and structural functional approaches, comparative analysis, generalisation, and logical modelling of managerial processes in healthcare organisations. The study refined the conceptual essence of delegation in the management of a healthcare institution as a complex administrative process involving the transfer of tasks, authority, and responsibility while maintaining an appropriate level of control and accountability. The article highlighted the specific features of implementing line and functional authority in the management system of healthcare institutions and identifies their advantages and limitations. Particular attention was paid to identifying the major risks associated with delegation, including insufficient staff competence, loss of managerial control, communication barriers, psychological resistance to change, professional burnout, reduced standardisation of medical care, as well as legal and ethical threats. The practical significance of the research findings lies in their applicability for healthcare managers seeking to improve delegation mechanisms by enhancing staff training, standardising administrative procedures, clearly delineating responsibilities, and strengthening systems of control and feedback