"[O]rganizations perform more effectively when led by individuals who have a deep understanding of the core business of their organization. Being a capable general manager is not sufficient. Expert leaders are those with (1) inherent knowledge, acquired through technical expertise combined with high ability in the core business activity; (2) industry experience, which stems from time and practice within the core business industry; and (3) leadership capabilities, which include management skills and a leader’s innate characteristics."
"[T]o lead creative individuals requires both ‘technical and creative problem-solving skills’ since . . . ‘they provide a basis for structuring an inherently ill-defined task and because they provide the credibility needed to exercise influence’."
"[F]irst, that the evaluation of creative people and their ideas can only be done by individuals who share their competencies; in short, it takes one to know one (or competently assess one). Second, leaders who share the same creative and technical perspective and motivation as their followers can communicate more clearly; finally, in relation to performance, they can better articulate the needs and goals of the organization."
"[T]o lead creative individuals requires both ‘technical and creative problem-solving skills’ since . . . ‘they provide a basis for structuring an inherently ill-defined task and because they provide the credibility needed to exercise influence’."
"[F]irst, that the evaluation of creative people and their ideas can only be done by individuals who share their competencies; in short, it takes one to know one (or competently assess one). Second, leaders who share the same creative and technical perspective and motivation as their followers can communicate more clearly; finally, in relation to performance, they can better articulate the needs and goals of the organization."
Godall, Amanda H. (2012). A Theory of Expert Leadership. Retrieved on January 9, 2017 from http://ftp.iza.org/dp6566.pdf
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