Young Nerds at the Helm
The numbers prove it, says Hagberg. "IT managers tend to have the lowest ratings in the category of sensitivity to subordinates," he says. "They don't know how to build long-term relationships. Ultimately, it's relationships that deliver results."
IT managers also have a hard time keeping their workers informed, because they can't build relationships. The result is often confusion, anxiety and tension in the ranks.
"IT managers have trouble leveraging their good ideas with their vision," Hagberg says. "They jump from vision to execution without the necessary support of the people with whom they work. Because they're smart and independent, they tend to rely more on their own judgment when they should also be soliciting input from others."
Many IT managers also tend to be autocratic taskmasters reluctant to involve subordinates in the decision-making process. "They have a tendency to be rigid and inflexible," says Hagberg. "The thinking is, 'I'm right. I know what needs to be done. I know what's best for the organisation. I know where we are headed, and I'm not interested in your input.'"
Delegating authority doesn't come easily
