Do bosses who have done their teams' jobs make better leaders?

Do bosses who have done their teams’ jobs make better leaders?

The saying goes, “People don’t leave bad jobs, they leave bad bosses”, and it’s true. The general consensus now is that managers have a far greater impact on work satisfaction than any other element. 

What distinguishes an excellent boss from the rest of the pack?

What impact does a leader’s technical skills have on his or her employees, rather than just their personal charm or style? Does the CEO really know what they’re talking about when it comes to the company’s main business? Does he or she have a lot of experience?

“Boss competence” has several facets:

  • Whether or whether the supervisor would be able to undertake the employee’s job if it were necessary.
  • Whether or not the supervisor was promoted inside the organisation.
  • An employee’s opinion of the supervisor’s technical expertise.

Being a boss who can step into an employee’s shoes and show them the way can bring significant benefits to the team. Perhaps the conventional notion about what makes a successful boss is outdated; that elevating an engineer or an editor to a position of leadership is a mistake. Technical competence isn’t required to be a competent manager in this view, but rather charm, organisational abilities, and emotional intelligence. However, the often-overlooked characteristic of possessing technical competence is just as important, if not more so.

When it comes to workplace pleasure, the boss’s technical skill is the most important element, regardless of other criteria such as the kind of job, education level, or tenure. It is common for employees to have higher levels of work satisfaction after transitioning to a new supervisor who was more technically proficient than the previous one.

UK retail service provider Timpson works to an approach it calls “upside down management”. The company’s chairman, John Timpson, wrote recently in his weekly Daily Telegraph column that their “field managers have learnt a new way of being a boss by supporting their team members with training, help, consideration and kindness so they can become the best they can possibly be. 

“It has taken us 25 years to establish the degree of empowerment that trusts branch colleagues to use their initiative.”

People are happier when their employer understands what they’re talking about, and that boosts productivity: There is emerging evidence, from randomised studies conducted in laboratory circumstances, that when you make workers happy they become more productive. According to one piece of research, even tiny increases in happiness led to an increase in worker productivity of about 12 percent. Furthermore, people who are satisfied at work are less likely to resign, and it is widely known that a high level of quits costs firm money. Another recent study found that companies with contented workers saw their stock prices rise more rapidly.

The shadow of the boss extends a long way. Your boss’s competency has a substantial impact on your work happiness, and your job contentment has a direct correlation to your own team’s degree of competence.

When the boss places workers’ needs before his or her own, demonstrable increases in customer satisfaction, improved job performance by employees and a lighter turnover are the outcome, a new study finds. The research says this is an increasingly important kind of leadership that provides a promise to the idea that if organisations lead by caring for their people, the profits would take care of themselves.

When CEOs foster a culture of trust, compassion, collaboration, fairness, and empathy, their employees are more likely to give back to the firm and its consumers.

About Sam P

EnterpriseZone Staff Writer

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