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Complementarity in Leadership and Management

In: Complementarity in Organizations

Author

Listed:
  • Paul Turner

    (Leeds Beckett University-Associate)

Abstract

Leaders and managers have a pivotal role in delivering the potential value of complementarity and progression towards an organisation’s objectives will be influenced by their strategic choices and the efficacy of the actions taken to implement them. Increasingly, such choices are inclusive, maximising the potential of tacit and explicit knowledge and using resources to their optimum levels. Leaders and managers will be instrumental in this inclusivity with complementarity giving additional dimensions. The core assumption is that they can improve the complementarity effect through coordination of the implementation of the organisation’s activities where ‘coordination consists in improving the flow of information between the units that are in charge of the two investment activities.’ A working hypothesis for this chapter therefore is that the qualities of leadership and the qualities of management, when combined, produce more than the sum of the qualities of leadership or the qualities of management as singular instances. These qualities will be articulated as competences relating to know how, know what to do, know why, know when and know how to behave.

Suggested Citation

  • Paul Turner, 2022. "Complementarity in Leadership and Management," Springer Books, in: Complementarity in Organizations, chapter 5, pages 115-142, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-10654-5_5
    DOI: 10.1007/978-3-031-10654-5_5
    as

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