"For decades, business thinkers and the executives who look to them for insight have elevated the visionary, inspirational leader over the useful yet pedestrian good manager. But evidence all around us suggests that we devalue management practices at our peril: What we've come to denigrate as mere management (done by those who are merely managers) is incredibly difficult and valuable.
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The so-called Great Resignation has been quite telling in this regard. The people quitting in droves haven't done so because their company's top executive is insuficiently visionary or inspirational. Rather, people have quit lousy jobs - jobs that lack autonomy, variety, or opportunities to grow; jobs that pay poorly and don't reward performance fairly; jobs that aren't clearly defined and structured; jobs that lack guardrails that prevent chronic overload and frustration. They've also quit their direct bosses, whose lack of everyday managerial competence, trustworthiness, inclusiveness, and care is no longer tolerable. And they've quit organizations that have breached their psychological contracts with employees by violating the unwritten rules of trust, fairness, and justice.
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Why are these problems so ubiquitous and enduring? Because organizations and top teams downplay or ignore how hard it is simply to be a good manager to skillfully hire, engage, develop, coach, supervise, evaluate, and promote people. Leadership workshops are widely available, but they tend to center on high-level concerns and spend little to no time teaching these critical, fundamental skills. Most managers aren't held accountable for building and exercising them, nor are they given sufficient psychological safety to focus on developing these basics, which people often assume anyone with a brain can readily master. Instead, they've internalized the strong message that qualities like strategic vision and executive presence matter much more, leaving them and their organizations poorly equipped to deal with reality.
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We recently conducted extensive research with nearly 2,200 participants from multiple countries and documented a strong preference for all things leadership over management. Across multiple samples, the majority of people believed that prototypical leadership behaviors are harder to learn and more valuable than management behaviors, and by a hefty margin, they saw the designation leader as more flattering than manager. They were also more likely to want to hire and pay more for someone with strong leadership skills than for someone with strong management skills, even when the role clearly called for the latter. It was hard to get people to override this preference, even when we slowed them down and asked them to name the most important capabilities for the role before making their decisions. What we found, in short, was strong, persistent evidence of the "romance of leadership" others have described, where notions of leadership are based on conscious, rational assessment only loosely, if at all. So much for the decades of scholarship and teaching about matching people to situations."
Estes temas andam na minha mente por estes dias. PME exportadoras cheias de trabalho, por causa do efeito China et al, e com grandes dificuldades de planeamento.
Trechos retirados de "Saving Management From Our Obsession With Leadership"
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