What it’s all about
The manager of the future faces the challenge of acting both tactically skilfully and fairly. While covert tactical behaviour may be necessary in certain situations, fairness towards employees is essential to promote trust, motivation and a positive corporate culture. This article explores the different aspects of these two seemingly contradictory leadership approaches and discusses how leaders can strike a balance between them.
Hidden tactics: necessity and risks
Definition and context
Covert tactical behaviour refers to strategic decisions and actions taken by the manager without being fully disclosed to employees. Such tactics may be necessary to achieve business goals, secure competitive advantage or manage difficult organisational change.
Examples of covert tactics
Restructuring and redundancies
In cases where restructuring or redundancies are unavoidable, the manager may need to act covertly to avoid panic or loss of productivity before a formal plan is communicated.
Mergers and acquisitions
In mergers and acquisitions, managers may be forced to withhold information in order not to jeopardise negotiations or to ensure that the integration goes smoothly.
Negotiation strategies
When negotiating contracts with external partners or suppliers, managers may need to act covertly to secure the best terms for the organisation.
Risks and challenges
Whilst covert tactics may be necessary in certain situations, they also harbour significant risks. A lack of transparency can lead to mistrust, uncertainty and frustration among employees. In the long term, this can undermine employee commitment and loyalty and have a negative impact on the corporate culture.
Fairness: The cornerstone of modern leadership
Definition and meaning
Fairness in leadership means treating all employees fairly and respectfully, promoting transparent decision-making processes and creating an inclusive work environment. Fairness contributes to employee motivation and satisfaction and strengthens trust in the manager and the organisation.
Aspects of fairness
Transparency
Openness and honesty in communication are critical to building trust. Managers should explain their decisions and the underlying reasons clearly and comprehensibly.
Equal treatment
All employees should be treated equally regardless of their background or position. This includes fair performance appraisals, equal opportunities for promotion and a fair distribution of resources and responsibilities.
Participation
Employees should be involved in decision-making processes. Participative leadership fosters a sense of ownership and increases engagement.
Feedback and recognition
Regular, constructive feedback and recognising achievements are important elements of fair leadership. This helps employees to recognise their strengths and areas for improvement and to develop themselves further.
The balance between tactics and fairness
The biggest challenge for the manager of the future is to find a balance between tactical skill and fairness. Both approaches are justified and can complement each other if used correctly. Here are the strategies required to integrate both approaches
Situational transparency
It is up to managers to weigh up which information can be communicated openly in which situations and which must remain concealed. It is important that employees understand why certain information is not disclosed immediately.
Ethical considerations
Every tactical decision should be ethically sound. Team leaders must ensure that their actions are in line with the values and principles of the organisation and take into account the long-term interests of employees.
Continuous dialogue
Regular communication and building a culture of open feedback help to gain and maintain employee trust, even when tactical measures are required.
Empathy and understanding
Good leaders always have the perspectives and feelings of employees in mind. Empathy helps to better understand the impact of covert tactical actions on employees and to respond appropriately.
Conclusion
The manager of the future must be able to act both covertly tactically and fairly. While tactical skill is necessary to achieve strategic goals and secure competitive advantage, fairness is critical to fostering trust, motivation and a positive organisational culture. By finding a balance between these two approaches and making ethically sound decisions, leaders can overcome the challenges of the modern business world and achieve sustainable success.
Further reading
- Armstrong, M. (2022). Armstrong’s Essential Human Resource Management Practice: A Guide to People Management (10th ed.). Kogan Page
- Ansari, M. A., Ahmad, Z. A., & Aafaqi, R. (2004). Organizational leadership in the Malaysian context. In D. Tjosvold & K. Leung (Eds.), Leading in high growth Asia: Managing relationship for teamwork and change (pp. 109-138). World Scientific Publishing
- Skogstad, A., Hetland, J., Glasø, L., & Einarsen, S. V. (2014). Is avoidant leadership a root cause of subordinate stress? Longitudinal relationships between laissez-faire leadership and role ambiguity. Work & Stress, 28(4), 323-341
- Gutiérrez-Iñiguez, Á., Collado-Agudo, J., & Rialp-Criado, J. (2023). The Role of Managers in Corporate Change Management: A Bibliometric Review. Sustainability, 15(14), 10811
- Wallo, A., Ellström, P. E., & Kock, H. (2020). Facilitating learning at work through boundary-crossing leadership: A long-term study of a regional education programme. Studies in Continuing Education, 42(2), 188-208
The manager of the future must balance covert tactical behavior and fairness towards employees to foster trust, motivation, and a positive corporate culture while achieving strategic goals.
R2049 