Yeah — you’re right. Not all great practitioners are great communicators, and not all great communicators are great practitioners (and that’s fine :–)
But I do think that, of the pool of voices we hear, we tend to hear more from the great practitioners than we do from the average ones.
Dave Gray et al’s Culture Mapping exercise (http://www.xplaner.com/culturemap/) is super-useful for exploring this stuff with an organisation if you’ve not come across it before.
Someof my experiences below — but I really need to write them up properly at some point.
My general feeling is… not a lot… at least not because of the “design” bit.
For example design leadership does currently face more problems with folk currently understanding the importance of the work and where it fits inside the organisation. But that’s not a problem unique to design — it feels very similar to the problems…
This is something that I see a lot — so you’re not alone there.
One of the elements of that is, I think, that the people aspect is often a new skillset for people. Folk in the design arena usually build up the selling skills early. People management — much less so. If at all.
This is picky… I know… but “for the team” feels… suboptimal to me.
“… with the team”, “Enabling the team to…”, etc. would feel better to me.
I know y’all are not advocating this — but something I have seen is “leaders” going away in a corner by themselves, building something, then pushing it out to the team(s). It never works well.
A few more suggestions for your book list can be found here :–)
The judges study is pretty much completely discredited. :–)
TL;DR: The order of cases during the day was not random, so the conclusions drawn are not valid.