This is a great and relevant question in today's business environment. Here, I would like to offer six perspectives:
1. Technical skills v. conceptual skills: As people are promoted from lower ranks because of their technical abilities, they find themselves in unchartered territories when conceptual skills become predominant. It is the change in the nature of their job that renders them incompetent. I knew Regional Directors in restaurant concepts who were proud to have started as dishwashers. But how is one function relevant to the other? If it wasn’t for the need to demonstrate that they were self made men in the fashion of the wild west, they might realize the absurdity.
2. Leadership styles and effectiveness are often omitted from performance reviews and business statements. If they are missing, they must not be valued.
3. To teach leadership, you must first be a leader. In a blind leading the blinds environment of unvalued leadership, there is no-one to teach it right and there is no-one to know the difference. Soundbite leadership seminars and fast-food leadership literature have blurred more than defined authentic leadership.
4. Task-oriented v. relationship-oriented leaderships. A relationship-oriented leadership concerns itself with emotional intelligence, succession planning, talent development and career planning. It is the nature of the relationship between each leader and his followers that determines the business' success.
On the other hand, a task-oriented leadership is principally focused on metrics, ratios and charts; thus turning a blind eye to the hierarchy of needs, motivational theories and workplace satisfaction principles.
5. Nature v. Nurture debate. Although some believe that leadership abilities are qualities one is born with, others would argue that leadership can be taught. Both sides have their valid points.
But we need to understand that if one believes that leadership is a God given ability, then there is nothing one can teach. And that's why leadership doesn't get taught by some leaders.
In counterpart, if one believes that leadership can be taught, they tend to popularize it whether or not the receiver gets it or not. You can only teach a bird to fly because the bird has the abilities to fly without possessing the skills just yet. But you cannot teach a cow to fly for with all the good intentions, she will never succeed.
The difference resides in a truthful and exhaustive evaluation of who is the candidate and if the skills to be taught do match the individual's abilities.
6. Finally there is the dichotomy between management and leadership. Most confuse that the higher the management title, the higher the power, the higher the leadership. But that is not true.
While management concerns itself in the implementation and the follow-thru of processes, leadership is about strategic vision, charisma and conceptual skills. Furthermore, as the first one is more influenced with short-term consequences, leadership is long term by nature.
In conclusion, the question on the lack of leadership skills in management is a current and real concern, but also complex. Therefore a true answer is a bit complex too in the sense that it is multifaceted, multidimensional. I would love to read your comments.
1. Technical skills v. conceptual skills: As people are promoted from lower ranks because of their technical abilities, they find themselves in unchartered territories when conceptual skills become predominant. It is the change in the nature of their job that renders them incompetent. I knew Regional Directors in restaurant concepts who were proud to have started as dishwashers. But how is one function relevant to the other? If it wasn’t for the need to demonstrate that they were self made men in the fashion of the wild west, they might realize the absurdity.
2. Leadership styles and effectiveness are often omitted from performance reviews and business statements. If they are missing, they must not be valued.
3. To teach leadership, you must first be a leader. In a blind leading the blinds environment of unvalued leadership, there is no-one to teach it right and there is no-one to know the difference. Soundbite leadership seminars and fast-food leadership literature have blurred more than defined authentic leadership.
4. Task-oriented v. relationship-oriented leaderships. A relationship-oriented leadership concerns itself with emotional intelligence, succession planning, talent development and career planning. It is the nature of the relationship between each leader and his followers that determines the business' success.
On the other hand, a task-oriented leadership is principally focused on metrics, ratios and charts; thus turning a blind eye to the hierarchy of needs, motivational theories and workplace satisfaction principles.
5. Nature v. Nurture debate. Although some believe that leadership abilities are qualities one is born with, others would argue that leadership can be taught. Both sides have their valid points.
But we need to understand that if one believes that leadership is a God given ability, then there is nothing one can teach. And that's why leadership doesn't get taught by some leaders.
In counterpart, if one believes that leadership can be taught, they tend to popularize it whether or not the receiver gets it or not. You can only teach a bird to fly because the bird has the abilities to fly without possessing the skills just yet. But you cannot teach a cow to fly for with all the good intentions, she will never succeed.
The difference resides in a truthful and exhaustive evaluation of who is the candidate and if the skills to be taught do match the individual's abilities.
6. Finally there is the dichotomy between management and leadership. Most confuse that the higher the management title, the higher the power, the higher the leadership. But that is not true.
While management concerns itself in the implementation and the follow-thru of processes, leadership is about strategic vision, charisma and conceptual skills. Furthermore, as the first one is more influenced with short-term consequences, leadership is long term by nature.
In conclusion, the question on the lack of leadership skills in management is a current and real concern, but also complex. Therefore a true answer is a bit complex too in the sense that it is multifaceted, multidimensional. I would love to read your comments.
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