Can You Be a Great Leader Without Technical Expertise

It is believed that in today'southward social club and in education that the skills required to pb an organisation are more or less transferable. In other words, if you can motivate and inspire people in one particular arena, you lot should be able to utilise those skills in another.

Recent studies have suggested that this may be a challenging notion. The best leaders are knowledgeable about the domain in which they are leading which is what makes them successful executive and senior managers.
Andy Raymond, Redline Executive Search Partner takes an in-depth look at the primal competencies of today's leaders. "There are several core elements of what a leader should know in social club to successfully spearhead an organization. These include:

• The ability to motivate 1's self and others
• Effective oral and written communication
• Disquisitional thinking skills
• The ability to problem solve
• Skills with working with teams
• The ability to delegate tasks

"On the surface, this seems like an accurate list, says Andy.  Good leaders practise have these abilities and if you wanted to create future leaders, making certain they have these skills is a good bet. They need to have in a large book of information and distil information technology into the essential elements that define the core problems to be solved. They need to organise teams to solve these bug and to communicate to a group why they should share a common vision. They demand to establish trust with a group and so utilize that trust to allow the team to attain more it could lonely. Merely these skills alone volition non brand a leader because to really excel at this list of skills in do, yous also need a lot of expertise in a particular domain.

For example, take one of these skills: thinking critically in order to discover the essence of a situation. To practise that well you must have specific, technical expertise. The critical data a doctor needs to diagnose a patient is unlike from the knowledge used to understand a political standoff, and both of those differ in important ways from what is needed to negotiate a good business deal," says Andy.

"Fifty-fifty constructive communication differs from one domain to another. Doctors talking to patients must communicate data differently than a CEO responding to a political issue affecting their business. When you begin to look at whatsoever of the core skills that leaders have, it chop-chop becomes clear that domain-specific expertise is leap up in all of them. And the domains of expertise required may also exist fairly specific. Even business is non really a unmarried domain. Leadership in engineering, semiconductor fabrication, consulting, and sales and marketing, all require a lot of specific knowledge."

Andy continues: "A common solution to this trouble is for leaders to say that they will surroundings themselves with adept people who have the requisite expertise that will let them to make good decisions. The trouble is that without bodily expertise, how do these leaders even know whether they take found the right people to requite them information? If managers cannot evaluate the information they are getting for themselves, then they cannot pb finer.

This way of thinking about leadership has two important implications. Firstly, when we teach people near leadership, we need to be more explicit that domain expertise matters. Just because a person is successful at running ane type of organisation does not mean that they are probable to accept the same degree of success running an organisation with a different mission. Secondly, when we train people to accept on leadership roles, we need to give them practice solving domain-specific issues then that they can prepare to integrate information in the arena in which they are existence asked to lead. For case, it isn't plenty simply to teach people virtually how to resolve generic conflicts between employees, nosotros should create scenarios derived from real cases so that people accept to grapple with all of the ambiguities that come from the conflicts that arise inside particular industries.

This consequence is especially of import given the frequency with which people in the modern workplace change jobs and even motility beyond industries. This mobility ways that many younger employees may not gain significant expertise in the manufacture in which they are currently working, which will make information technology harder for them to be effective in leadership roles.  Companies need to place prospective futurity leaders and encourage them to settle downward in order to develop the specific skills they demand to pb."

Redline Executive partners with established and emergent engineering science businesses across Europe and the USA delivering search, assessment, profiling services and assisting clients to run across their strategic goals. Redline Executive has successfully delivered hundreds of 'D' and 'C' level search assignments in the applied science and applied science sector. Our senior management squad has over 150 years' combined recruitment experience which makes our network and influence in these sectors unparalleled.

Redline Executive are the industry-aligned cardinal partner for C and D suite permanent and interim hiring assignments for the European Technology market place. To detect out more about our Executive Search Process you can download our Executive Search Brochure here.

To have a confidential discussion about our executive search services or broadly talk over assignments such every bit Technical Managing director jobs please phone call Andy Raymond on +44 (0)1582 878907 or send an email to ARaymond@RedlineExecutive.com

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Source: https://www.redlinegroup.com/insights/leadership-without-technical-expertise-73252110514

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