The main purpose of this study was to find out the impact of delegation on employees’ performance. The interest in this particular area was due to the deteriorating in performance of the organization and in particular Adjumani town council despite hiring bright and talented employees. Therefore, this triggered the researcher to go and assess the relationship between delegation and employee performance. The main objectives of this study were to find out why managers don’t delegate, the principles of delegation used in the company if any and establish the relationship between delegation and performance, and talent development of the employees and that of the company as a whole. In data collection process, the researcher employed instruments like closed and open questionnaires and interviews for primary data and extensive Library research for secondary data which were all analyzed using SPSS, presented in tables and bar graphs. In as far as findings are concerned, the study found out that delegation has an effect on employee performance, and delegation was a morale booster to performing well. The correlation coefficient (0.696) shown a strong statistical relationship between management styles and talent management. This was statistically significant at 95% confidence interval since the P-value (0.000) was less than 0.05 and therefore we rejected the null hypothesis and concluded that there was a statistically significant relationship between management styles and talent management. Thus, it can be recommended that Adjumani town council should delegate its employees more often, there should be well laid principles on delegation on how and when it should be done, employees should be properly recruited and selected to ensure it has qualified employees with open mind to learning through delegation, establish clear channels of communication and come up with means of appraising and evaluating the delegated tasks.