ORGANISATIONS understand the importance of employees who are innovative, proactive and adaptable, yet managers often retain tight control over decisions, procedures and how work is performed.

They want employees to think like entrepreneurs but expect them to behave like subordinates. How can organisations expect initiative when employees lack the authority to act on it?

The problem is not always a lack of delegation. Managers may assign responsibilities while retaining the authority to approve the decisions needed to fulfil them.

Employees are held responsible for results without sufficient discretion over how those results are achieved. In effect, responsibility is pushed down the hierarchy while decision-making power remains at the top.