Purpose: The current research aimed to test whether self-efficacy, role clarity, and role overload influence leaders’ ability to develop team talent across individual development, participative decision-making, and empowerment (delegation and motivation). The current research also aimed to qualitatively explore factors hindering and enabling leaders’ ability to develop team talent.

Methods: An online questionnaire collected quantitative and qualitative self-report data from 174 leaders working at a large New Zealand healthcare organisation. Hierarchical regression assessed the influence of self-efficacy, role clarity, and role overload on leaders’ individual development, participative decision-making, and empowerment (delegation and motivation) capabilities. Qualitative data were thematically coded.

Findings: Results displayed that leader self-efficacy and role clarity positively and significantly predicted individual development and empowerment. Qualitative findings displayed organisational issues, and workload were primary hindering factors, and leadership competencies and relationship quality were primary enabling factors.

Originality: This research is the first to assess individual and contextual factors impact on leaders' team talent development capabilities. This research is also the first to qualitatively explore factors hindering and enabling leaders’ ability to develop team talent.

Research and Practical Implications/Limitations: The current research highlights the importance of self-efficacy and role clarity on leaders’ team talent development capabilities. Furthermore, the current research contributes qualitative hindering and enabling factors to leaders’ team talent development capabilities. These findings could have practical implications for shaping organisational leadership training and development programs and HR processes. Limitations include sampling, a cross-sectional design, and self-report data.