Last Updated on September 23, 2025 by Melissa Lazaro

Introduction: ISO/IEC 27001 Clause 5 – Leadership and ISMS Policy Essentials

Here’s the truth: one of the biggest reasons ISO/IEC 27001 projects stall isn’t technology, it’s leadership. Too often, executives assume information security is just the IT department’s job. But Clause 5 of ISO/IEC 27001 makes it crystal clear—top management has to lead from the front.

In my experience, when leadership treats the ISMS as “someone else’s problem,” things start falling apart fast. Policies gather dust, staff don’t take security seriously, and audits turn into fire drills. On the other hand, when leaders set the tone, allocate resources, and actively communicate the importance of security, the entire organization falls into step.

So why should you care about Clause 5? Because it directly affects whether your ISMS is a living, breathing system that protects your business—or just a stack of compliance paperwork. By the end of this article, you’ll know:

• What leadership commitment actually means in the context of ISO/IEC 27001.

• How to create an ISMS policy that’s more than just words on paper.

• The common mistakes leadership teams make—and how to avoid them.

• Practical ways to show auditors that leadership is truly engaged.

Now that we’ve set the stage, let’s dig into why Clause 5 puts leadership at the heart of your ISMS.

ISO/IEC 27001 Clause 5.1 – Why Leadership Commitment Matters

Clause 5.1 of ISO/IEC 27001 makes one thing clear: an ISMS only works if leadership is visibly committed to it. This isn’t about signing a policy once and forgetting it. It’s about showing, through actions and decisions, that security is a business priority.

I’ve seen the difference firsthand. In organizations where executives actively talk about information security, join risk reviews, and back their teams with resources, employees take the ISMS seriously. In those where leadership is absent, the ISMS quickly becomes a paper exercise—and auditors pick up on that immediately.

What Leadership Commitment Looks Like

• Making sure security objectives align with business strategy.

• Providing enough budget and resources for ISMS activities.

• Promoting awareness so security isn’t just an IT issue, but part of the culture.

• Holding managers accountable for their role in maintaining security.

Where Companies Go Wrong

The most common pitfall is delegation without involvement. Leaders hand everything to IT or compliance teams and assume that’s enough. But Clause 5.1 expects top management to own the ISMS, not just sponsor it. When that ownership is missing, gaps appear—objectives don’t match business goals, risks are overlooked, and policies fail to get traction.

Real Example

A mid-sized manufacturer I worked with used to treat ISO 27001 as a compliance checkbox. Their executives never showed up in security meetings. Unsurprisingly, their staff saw the ISMS as low priority. After failing an audit, leadership got involved directly—attending reviews, approving budgets, and tying security KPIs to business objectives. Within a year, the culture shifted and their next audit went smoothly.

That’s the power of Clause 5.1: when leadership leads, the ISMS becomes part of the business, not just a set of documents.

ISO/IEC 27001 Clause 5.2 – Establishing the ISMS Policy

Clause 5.2 of ISO/IEC 27001 focuses on something every organization needs: a clear, practical Information Security Management System (ISMS) policy. This isn’t just paperwork for the auditor—it’s the backbone of your entire security approach.

In plain terms, the ISMS policy is leadership’s way of saying: “Here’s what information security means to us, here’s how it connects to our goals, and here’s our commitment to making it work.” When written and communicated well, it sets direction, aligns the workforce, and gives everyone—from executives to interns—a sense of their role in protecting information.

What a Good ISMS Policy Should Include

• A direct link to the organization’s context and objectives (it must make sense for your business, not just copy ISO text).

• A commitment to meeting applicable requirements (laws, regulations, contracts).

• A commitment to continual improvement of the ISMS.

• Clear alignment with the company’s strategy so it doesn’t feel like an “IT-only” policy.

Common Pitfalls

Too many organizations create a generic, jargon-heavy policy that no one outside of compliance ever reads. I’ve seen policies that run for 20 pages—by the time staff get halfway through, they’ve lost the point. Auditors can spot these “copy-paste” policies instantly.

Real Example

One client in the healthcare sector kept their ISMS policy to just two pages. It was written in plain language, shared during onboarding, and posted in meeting rooms. Staff understood it, leaders referenced it in town halls, and auditors praised it as a “living policy” rather than a document gathering dust.

When leadership treats the ISMS policy as a communication tool—not just a requirement—employees actually pay attention. That’s what Clause 5.2 is all about: making the ISMS policy relevant, visible, and actionable.

ISO/IEC 27001 Clause 5.3 – Assigning and Communicating Leadership Roles

Clause 5.3 makes it clear that leadership can’t just set policy and walk away. They also need to assign clear roles and responsibilities within the ISMS and make sure everyone knows who is accountable for what.

This matters because confusion over responsibilities is one of the fastest ways to create gaps in security. If no one knows who owns risk assessments, who handles supplier checks, or who reports incidents, things slip through the cracks. Auditors will flag that immediately.

What Clause 5.3 Requires

• Defining who is responsible for the ISMS overall.

• Assigning ownership for critical processes like risk management, incident response, and monitoring.

• Making sure these roles are communicated and understood across the organization.

• Giving responsible individuals the authority and resources they need to do the job.

Where Organizations Struggle

I often see leadership assign responsibility without real authority. For example, a security manager is told to “own the ISMS” but isn’t given budget access or a direct reporting line. On paper, the responsibility exists. In practice, the manager can’t make changes. Auditors see that as a red flag.

Example in Practice

A retailer I worked with solved this by giving their ISMS manager direct reporting access to the COO. That simple shift meant the manager could escalate issues, secure resources, and influence decisions quickly. The result was a stronger ISMS and far fewer compliance issues.

Clause 5.3 is really about empowerment. It ensures that responsibilities don’t just exist on an org chart—they are recognized, communicated, and backed by leadership so the ISMS can actually function.

ISO/IEC 27001 Clause 5 – Integrating Leadership Into ISMS Culture

Clause 5 isn’t only about policies and org charts—it’s also about culture. An ISMS succeeds when leadership actively promotes security as part of the organization’s daily mindset, not just a compliance project.

This means leaders need to go beyond signing documents. They should show up in reviews, ask questions about risks, and make information security a standing item in management discussions. When employees see leadership treating security seriously, they follow suit.

Practical Ways Leadership Can Shape ISMS Culture

• Talking about information security in company-wide updates or team meetings.

• Attending or even leading awareness sessions to show visible support.

• Reviewing KPIs and metrics related to information security at board level.

• Recognizing and rewarding staff contributions to security improvements.

Where Companies Fall Short

Some leadership teams pay lip service to security—approving budgets or signing policies—but never engage beyond that. The result is predictable: staff view the ISMS as a “tick-box exercise,” motivation drops, and nonconformities creep in.

Example in Practice

A professional services firm I worked with started including ISMS objectives in quarterly management reviews. Senior leaders discussed progress, asked for evidence, and linked security metrics to business performance. This visible involvement made employees take the ISMS seriously, and during their next audit, the auditor highlighted leadership engagement as a key strength.

At its heart, Clause 5 is about embedding leadership into the ISMS so that security becomes part of the company’s culture. When leaders lead by example, the ISMS doesn’t just meet the standard—it supports the organization’s long-term resilience.

FAQs on ISO/IEC 27001 Clause 5 – Leadership and ISMS Policy

1. Does Clause 5 mean leadership has to manage the ISMS day-to-day?
No. Clause 5 doesn’t require executives to run the ISMS directly. But it does require them to provide direction, allocate resources, assign responsibilities, and demonstrate active involvement. Daily management can be delegated, but accountability stays with leadership.

2. What makes an ISMS policy effective under Clause 5.2?
An effective ISMS policy is short, clear, and tied to business objectives. It should commit to compliance and continual improvement, and it must be communicated in a way employees actually understand. If staff can’t explain the policy in simple terms, it’s probably too complex.

3. How can leadership demonstrate commitment to auditors?
Auditors look for tangible evidence: minutes from management reviews, approval of ISMS objectives, budget allocation, communication records, and leadership participation in awareness or review sessions. The more visible the involvement, the stronger the case.

Conclusion: Leadership as the Driving Force of ISO/IEC 27001 Clause 5

Clause 5 of ISO/IEC 27001 makes one message clear: without leadership, an ISMS won’t last. Policies, procedures, and controls may exist on paper, but unless leaders are visibly engaged—setting direction, assigning responsibilities, and embedding security into the culture—the system will struggle.

To recap, successful organizations under Clause 5 consistently:

• Show leadership commitment by aligning ISMS objectives with business goals.

• Create a clear, relevant ISMS policy that everyone understands.

• Assign and communicate roles and responsibilities with authority to act.

• Foster a security-first culture where leadership is visibly involved.

In my experience, the companies that thrive with ISO/IEC 27001 are those where leadership doesn’t just “sign off” on the ISMS—they own it. That ownership turns compliance into a competitive advantage and strengthens the organization’s resilience.

Next step: Review your leadership team’s current involvement. Is your ISMS policy clear and alive in daily practice? Are roles well defined and communicated? If not, now is the time to close those gaps before your next audit.