Can You Be a Great Leader Without Technical Expertise? When you begin to look at any of the core skills that leaders have, it quickly becomes clear that domain-specific expertise is bound up in all of them. And the domains of expertise required may also be fairly specific. Even business is not really a single domain. Leadership in construction, semiconductor fabrication, consulting, and retail sales all require a lot of specific knowledge.
A common solution to this problem is for leaders to say that they will surround themselves with good people who have the requisite expertise that will allow them to make good decisions. The problem is that without actual expertise, how do these leaders even know whether they have found the right people to give them information? If managers cannot evaluate the information they are getting for themselves, then they cannot lead effectively.
This way of thinking about leadership has two important implications. First, when we teach people about leadership, we need to be more explicit that domain expertise matters. Just because a person is successful at running one kind of organization does not mean that they are likely to have the same degree of success running an organization with a different mission. Second, when we train people to take on leadership roles, we need to give them practice solving domain-specific problems so that they can prepare to integrate information in the arena in which they are being asked to lead. For example, it isn’t enough just to teach people about how to resolve generic conflicts between employees, we should create scenarios derived from real cases so that people have to grapple with all of the ambiguities that come from the conflicts that arise within particular industries.
Original source: hbr.org
#leadership #business_school #а1 #mba #businessonline #learning #studyineurope #mbaawesome #f4f #studying #students #learnlife #study #academics