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Helping You Achieve and Sustain Improvements in Organizational Performance
Requisite Leadership
As advocates of the Elliot Jaques model for Managerial Leadership, we define leadership to be the accountability to influence one or more followers to willingly accept the leader’s purpose and goals and all to move in the direction set by the leader. This is accomplished by suffusing authority with leadership practices appropriate for that role.
While a manager can get work done by simply using (or abusing) authority, in the absence of good managerial leadership practices, this often produces indifference in subordinates and indifferent work. So all managers must be accountable for carrying out requisite leadership practices in relation to their subordinates, as an integral accompaniment of their authority.
Requisite managerial leadership refers to the set of principles necessary to support and guide a requisite organization. Every manager should be expected to apply and live by these criteria. These practices include:
- Managerial team-work, context setting and planning: Is every manager regularly meeting with immediate subordinates to plan and shape work – and to do this in a team work environment? Is the current context for work up-to-date?
- Just-in-time and just-within quality task assignment. The idea is to deliver products that meet customer expectations, no more, no less. Anything else is either poor quality or high cost.
- Personal effectiveness appraisal, coaching and merit review. Does this occur on a routine basis?
- Mentoring, individual career development, selection and deselection. Do subordinate and manager judgments about capabilities line up?
- Talent pool planning and development. Is there evidence of good selection and induction?
- Cross-functional control and integration. Are collateral relations strong? Do people pitch in to overcome problems?
Developing a requisite organization and the necessary leadership typically takes 6 to 24 months, depending on the size of the organization. Steps in development include:
- Establishment of a task force
- Organization value and mission analysis
- Functional analysis and alignment
- Organization restructuring
- Planning information and control sub-systems
- Re-designing human capability sub-systems
- Teaching and training in requisite organization.
The above tasks typically occur concurrently throughout the life of a program to move to a requisite organization.
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Requisite Leadership: Questions For Further Discovery
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- Is important work delegated too far down the organization (delegation sickness)?
- Have you turned your best salespersons or creative staff into managers (loss of creativity)?
- Is the Peter Principle at work in your organization (i.e., people are placed in positions above their current capabilities)?
- Currently, are each and every senior executive capable, or is this a taboo subject?
- Are there signs of good morale? Is there good quality, consistent customer feedback?
- Do managers work well together in collateral relationships?
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Redline’s services and deliverables for strengthening vision viability
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Define / re-design processes to:
- Minimize performance variance
- Maximize performance outcomes
- Executive & managerial coaching / mentoring
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View a summary of determinants, questions and Redline services (PDF format)
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