The manager of a team of highly skilled professionals often handles challenging problems personally in an effort to demonstrate expertise. Which TWO are the MOST LIKELY consequences of this behaviour? Decisions take longer Employee morale improves Decisions are made quickly Employee morale suffers

When a manager centralizes decision-making and personally handles all challenging problems, they become a bottleneck. This slows down the resolution process as the team must wait for the manager's availability, leading to delays. Furthermore, this behavior signals a lack of trust in the team's capabilities. For highly skilled professionals, being denied opportunities to tackle complex tasks and develop their expertise is demotivating. It undermines their autonomy and sense of value, causing morale to suffer and potentially leading to disengagement and higher staff turnover.

Employee morale improves: This is incorrect. Skilled professionals thrive on autonomy and challenging work; a manager taking these opportunities away is demotivating. Decisions are made quickly: This is incorrect. Centralizing all complex issues with a single individual creates a bottleneck, which invariably slows down the decision-making process.

1. AXELOS

ITIL® 4: Direct

Plan and Improve. TSO (The Stationery Office)

2020.

Section 4.3.2

'Decision-making authority': This section explains that without effective delegation of authority

"decision-making can be slow and ineffective

as a small number of people become a bottleneck." This directly supports the consequence that 'Decisions take longer'.

Section 3.1.3

'Leading and managing': This section discusses various leadership styles. The behavior described is a form of micromanagement

which is contrary to the principles of servant leadership (enabling the team). Such a directive approach with skilled teams is known to "reduce morale and productivity" by limiting autonomy and trust. This supports the consequence that 'Employee morale suffers'.