Week 46, 2018
Leadership: Tactical, Strategic, and Structural
Each week I share three ideas for how to make work better. And this week, those ideas are adapted from a 2011 essay penned by one Richard Martin. In it, Martin outlines three forms of leadership — each one distinct from, yet complementary to, each other:
1. Tactical
Tactical leadership is what you exhibit when you deliver a project on time and on budget. You are concerned with output, and you arrange your resources accordingly. Progress is tracked using lagging indicators, and you primarily use transactional motivators such as praise or bonuses to drive progress. To excel in the role, you need charisma; an ability to move others to action.
2. Strategic
Strategic leadership is what you deliver when you outline a bold vision for the future. You are concerned with outcomes, and you plan accordingly. Progress is tracked using leading indicators, and you are better able to use intrinsic motivators such as purpose, freedom, and mastery to drive progress. To excel in this role, you need to inspire people through vision and storytelling.
3. Structural
Structural leadership is what you deliver when you implement a new organizational structure or a new compensation scheme. You are concerned with systems, and you design these systems in support of your organization’s values and long-term goals. To excel in this role, you need to think holistically. And you need to design structures that encourage behaviors congruent with your organization’s purpose.
A few things to note:
First. I’ve never seen structural leadership singled out like this (note: Martin calls it “operational”). But it makes a whole lot of sense!
Second. Contrary to prevailing wisdom, strategic leadership is not the highest form of leadership. It’s simply one form on the leadership spectrum.
Third. No one form of leadership is better than the other. They’re just different. And neither can function (well) without the other two.
Fourth. Leaders are not limited to one form of leadership. But chances are they have a predisposition. The skillsets are quite different.
Fifth. Structural leaders are “the unsung heroes of organizations.” They do important work. And yet their influence is largely invisible.
Food for thought.
Next week, I’ll discuss Systems Thinking — a method of inquiry that seems very much relevant to leaders of the structural variety.
