DEVELOPING LEADERSHIP FOR EFFECTIVE DELEGATION: STRATEGIES TO REDUCE MICROMANAGEMENT AND INCREASE ORGANIZATIONAL ENGAGEMENT

Abstract

The development of leaders capable of delegating effectively occupies a central position in contemporary debates on people management, especially given the expansion of hybrid work models and the pressure for results in increasingly volatile environments. The choice of the topic is justified by the recurrence of micromanagement practices that compromise the autonomy, trust, and maturity of teams in public and private organizations. This study analyzes leadership development strategies focused on effective delegation as a path to reduce micromanagement and enhance organizational engagement. The methodology adopts a qualitative approach, of exploratory nature, grounded in bibliographic research, with systematic reading of scientific articles, dissertations, and recent technical publications in national databases. The results indicate that structured leadership development programs, combined with cultures of continuous feedback and role clarity, reduce controlling behaviors and broaden the team's sense of belonging. It is concluded that effective delegation operates as a managerial mechanism that articulates trust, autonomy, and accountability, contributing to healthier and more productive organizational environments. The discussion reinforces that human, technical, and behavioral investments in leaders generate measurable returns in organizational climate, retention of talents, and the consolidation of mature institutional cultures, oriented toward shared results.