Human Resource Management

This paper analyzes Sir Ernest Shackleton’s leadership during the Imperial Trans-Antarctic Expedition through a human resource management lens, using the Investors in People framework. Despite the expedition’s failure to achieve its original goals, Shackleton’s people management turned a potential tragedy into a historic example of leadership under extreme adversity. The analysis reveals a high degree of maturity in inspiring and motivating people, fostering trust, and maintaining morale through transparency and empathy. However, the assessment also highlights critical gaps in delegation, leadership development, and participative decision-making. Shackleton’s approach is ultimately characterized by emotional intelligence, adaptability, and resilience, yet constrained by overcontrol and insufficient foresight. The paper concludes with actionable recommendations to strengthen empowerment, feedback culture, and transparency—insights that remain relevant for contemporary leaders navigating crisis and uncertainty in complex organizations.