Across the housing sector; leadership conversations are increasingly being shaped by one word: devolution. Adding another layer to an already complex landscape shaped by increased regulatory scrutiny, funding complexities, financial pressures, and the ongoing conversation in transitioning from operational to strategic leadership as I explored previously in Developing tomorrow's leaders, today.
As central government moves to delegate more powers to local and regional authorities through devolved deals, combined authorities and elected mayors, housing associations face a significant strategic inflection point. This shift creates opportunities for stronger local collaboration, better aligned investment and more tailored service delivery. But it also prompts fundamental questions about leadership readiness, governance and strategic direction.
As someone deeply embedded in the housing and public services space, I’m seeing this issue rise up the agenda of many boards and executive teams. The evolving political landscape is reshaping what leadership looks like and prompting a reassessment of the capabilities needed to lead effectively in this next chapter.
Based on my recent conversations with CEOs and Chairs, these are the four key themes I believe leadership teams need to be thinking about now.
Strategic Agility in a Politically Fluid Landscape
Devolution is not a single event, but a rolling process varying in speed and depth across regions. For housing associations, this requires leaders who can anticipate and respond to emerging local priorities, policy shifts, and funding opportunities.
The most effective executives in this environment will be those who combine strategic vision with operational flexibility. Leaders need to be politically astute, locally engaged, and comfortable with navigating ambiguity. The ability to pivot quickly in response to shifting power dynamics and strategic priorities while staying grounded in long-term social purpose will be a defining leadership trait.
Place-Based Leadership and Systems Thinking
As powers devolve, the importance of "place" becomes even more central. The importance of housing associations to continue embedding themselves within their local systems is pivotal, working closely with local government, health bodies, employment services, and voluntary organisations to co-create solutions that meet the specific needs of their communities.
This requires leaders with deep local knowledge and the interpersonal skills to build trusted relationships across sectors. It also calls for a mindset shift: away from seeing housing in isolation, and towards seeing it as part of a wider ecosystem that drives health, economic inclusion, and community wellbeing. We're seeing growing demand for leaders who can operate across traditional silos and understand how housing connects to broader place-based outcomes.
Governance Recalibration: Are Boards Devolution-Ready?
Devolution changes the risk environment, strategic horizon, and partnership landscape. Boards must be equipped to govern within this more localised and often more politicised context.
This means reviewing not only board composition but also the capabilities, lived experience, and regional insight around the board table. Boards may need to bring in new voices who understand local government, community regeneration, or economic development. Board Directors who can challenge and support management through the lens of regional opportunity will be increasingly valuable.
We're also seeing boards reconsider how they balance local responsiveness with organisational scale and consistency, particularly acute for larger or multi-regional housing associations.
Leadership Pipelines and Talent Development
Devolution amplifies the importance of talent strategy. Are leadership pipelines aligned with the future needs of the organisation? Are emerging leaders being equipped with the political acumen, stakeholder skills, and system leadership mindset that devolution demands?
We’re seeing forward-looking housing providers start to embed these competencies into their leadership development frameworks and succession planning. Others are asking whether they need to diversify their recruitment channels, bringing in talent from adjacent sectors like local government, health, or regional economic development.
As a recruitment partner, our role is to help clients think creatively about the kind of leadership needed for a more devolved world and to identify candidates who bring both professional capability and cultural alignment.
Final Thoughts
Devolution is reshaping the operating environment for housing associations, and with it, the leadership agenda. It calls for new capabilities, different board dynamics, and a sharper focus on place-based outcomes.
For executive and non-executive leaders alike, now is the time to ask the difficult but necessary questions. Is our leadership team equipped for a devolved future? Do we have the right mix of skills, experiences, and perspectives to lead locally, influence regionally, and deliver nationally?
At Tile Hill, we’re working alongside clients across housing and the wider public service landscape to ensure they are not just responding to change, but leading it. If this is a conversation you're starting in your organisation, we’d be glad to support it and you can book time with me directly for a quick exploratory call, you can reach me on dc@tile-hill.co.uk