- In managing a small team with high diversity and high individual ability, a leader has no choice but to play the role of servant leadership. This is because a leader cannot exceed the skills of his or her team members, and it is more efficient for a leader to create an environment in which members with better skills than his or her own can be comfortable and highly productive.
- Similar concept to Drucker’s “[Experts cannot manage.
- So far, I agree.
“If you’re trying to do something with a large, low-skill, low-diversity team, you’re going to have to do micromanagement.” How about.
- If you want to move a less skilled person “the way you want”, you need to give detailed instructions. OK here.
- Wouldn’t it be better if you didn’t try to move it the way you want it to move?
- More troublesome than low skill itself is “people with low spontaneity” who cannot move on their own without being told to do so.
- Isn’t micromanagement not suitable for managing “many people” because it is labor intensive?
If you try to manage a small, high-skill, high-diversity team, leadership has to be servant-like because it is impossible to surpass members in knowledge of all skills. If you try to do something with a high number of people, low skill, low diversity team, you will have to be imperative and micromanage. My view is that teal is not inherently good, but that if you try to build a productive team, you will be forced to manage teal as a result, and if you skim over the cause and effect, you will end up with chaos.
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