Managers improve not by consistently emphasizing traditional or emerging leadership tactics, but by developing the ambidexterity to move between the two as the context requires.
In recent years, articles have claimed that old-style command-and-control leadership is “out” and a new way of leading is “in.” Instead of telling people what to do, leaders should ask them open-ended questions. Instead of sticking exactly to plans, they should adjust goals as new information emerges. Instead of working from the gut, a leader should rely on data to make decisions. And so forth..
. If this tension is not managed wisely, leaders run the risk of making bad or inappropriate decisions. . The emerging approach suggests that leaders require a clear vision for where they want to go, without necessarily needing a concrete roadmap for how to get there. If this tension isn’t managed wisely, leaders run the risk of providing no “north star” for their team members. On the other hand, if they are not grounded in reality, they may serve up lofty, unrealistic, or intangible goals.
Marco Bizzarri, CEO of Gucci, held the power endowed to his position by managing the financial part of the business while giving Gucci’s creative director, Alessandro Michele, the space to focus solely on what he does best — the design. But he also knew when to empower, creating a shadow board of Millennial employees to advise the fashion behemoth’s executive team.The traditional approach suggests that leaders build up an “expert gut”.
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