The Leadership Pipeline: How to Build the Leadership-Powered Company (Jossey-Bass Leadership Series Book 254)

Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions.

giving his people the power to make project decisions and holding them accountable for these decisions,

identify value-based resistance to managerial work,

He frequently doesn't exhibit any interest in strategic or cultural issues.

Managers of managers, therefore, should ask management and leadership questions. For example, "What should you do to your organization to assure that due dates are met?" or "How well do your people understand the quality standards and what are you doing to assure they meet then?" These questions elicit quite a different response

Recognizing the best time to deliver negative feedback (in private rather than in public) and knowing how to deliverit (focusing on the behavior rather than the person's character or intelligence) are hallmarks of this sensitivity.

think beyond their function and concern themselves with strategic issues that support the overall business.

to link the strategy to the workers and the workers' capability to the strategy makers.

So they aren't leading the company and they aren't touching the product.