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Strategic HR Review: Devolving decision making: implications for leadership development

1 July 2010

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Purpose

To explore the implications for the way organizations develop leaders when decision-making is delegated closer to the front line.

Design/methodology/approach

The paper explores this theme using the National Trust as a case study.

Findings

Conventional distinctions between “management” and “leadership” become blurred and potentially misleading when front line managers become more accountable for local performance. In addition, a blend of interventions is required to develop skills at various leadership levels, ranging from technical to personal, and group-based to individually tailored.

Limitations

The case study is based on a charity and ignores the implications for fiduciary duties for directors and trustees. In addition, the paper does not include a review of the definition of devolved, or delegated decision-making. Finally, the case study is ongoing and the final results from this work will not be evident for up to two more years.

Originality/value

Devolving responsibility in a charity is a rare and courageous initiative, given the broad array of stakeholders and level of public scrutiny. Given this challenge, private and public sector organizations can benefit from this experience and identify ways to engage their own stakeholders in the practical leadership development implications of a similar decision.

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