Leadership must be seen to be a separate competence area that requires specific qualities. So, what does it take to be a good manager?
The Leadership Management Model
If we take a look at company leadership in many large organizations when they were at their peak, we often find a team made up of a visionary leader with great specialist expertise and a manager with tremendous implementation throughput:
|Microsoft||Bill Gates||Steve Ballmer|
|Apple||Steve Jobs||Tim Cook|
|Sergey Brin, Lawrence Page||Eric Schmidt|
|Mark Zuckerberg||Sheryl Sandberg|
|SAP||Hasso Plattner||Dietmar Hopp|
|General Electric||Thomas Edison||William Gilmore, Charles Coffin|
If we apply this model to the whole organization, the classic organizational chart and the typical way we delineate task areas are transformed. Of course, we can’t always appoint two people to the top position, but management can, for instance, be made up of one of several small teams. For the leader, that may mean giving up HR responsibility, but also rediscovering old strengths – by doing what they do best.
So, who are you? Visionary leader or highly effective manager?
|Team leader||Leader and manager jointly lead the team.|
|Specialist experts||mostly||not necessarily|
|In cases of conflict||
|Relationship to employees||consultant||direct superior|
|Serves employees by:||
|Prior to taking on the position they were:||specialist experts who loved solving problems to the exclusion of everything else||administrators who set store by clearly defined processes and who made sure others did, too|
Agile software developers are a good example of how this delineation of responsibility has been successful. The product owner is the specialist leader, the scrum master is the operational manager.