Articles

Two at the Top: The Impact of Deputies on Leadership Effectiveness

17th May 2024 

Being a leader is not easy; it's lonely, it's exhausting, there is a huge pressure to get the decisions right, and keep all the various stakeholders happy. So why don't more leaders have trusted deputies? The dynamic duo of Warren Buffett and Charlie Munger exemplifies how a trusted deputy can not only support but complete a leader. Whether the leader be a CEO of public company or a Founder of a start-up, such a flourishing partnership not only enhances operational success but also ensures that neither party feels overwhelmed or underutilised, crucial for their professional satisfaction and the overall health of the organization (Lencioni, 2002). Furthermore, research by Smith & Johnson (2018) highlights that deputies who align closely with their leader’s vision and strategies can significantly improve decision-making processes. This alignment is crucial, not just for operational success but also for maintaining the leader’s psychological well-being. As Kahneman and Tversky (1979) pointed out, shared decision-making reduces stress and leads to more balanced leadership actions. However, to cultivate and maintain this relationship effectively, leaders, deputies, and organisations must thoughtfully consider the psychological dynamics involved.

Trust is the cornerstone of this dynamic, enabling a balanced distribution of responsibilities and fostering an environment where deputies feel empowered. Deputies often face the challenge of not being perceived as the ultimate authority, which can impact their influence and job satisfaction. Building trust is fundamental, as noted by Mayer, Davis, and Schoorman (1995), who emphasise the necessity of trust as a dynamic and reciprocal relation built on perceptions of ability, benevolence, and integrity. CEOs and the organisation at large can empower deputies by involving them in strategic decision-making processes, providing visibility in leadership forums, and recognising their contributions publicly. Setting clear boundaries is also crucial in these partnerships. Not only should boundaries delineate roles and responsibilities, but they should also respect the emotional and psychological spaces of the individuals involved. Establishing these boundaries helps prevent conflicts and ensures that both the CEO and deputy can function effectively without overstepping their limits.

And what traits must each individual have to make it a successful relationship? Leaders must possess a strong sense of self-awareness to understand their own limitations and how a deputy's strengths can complement their own, enhancing their collaborative efforts (Goleman, 1998). Effective communication, compassion, and openness are crucial for leaders to effectively recognise and appreciate a deputy's contributions, as well as to remain open to feedback and differing perspectives, reflecting Daniel Goleman's research on emotional intelligence. And for a deputy? Humility without lack of drive, the ability to keep ego in check, and the skills to provide constructive challenge but also act as a firm sounding board. Traits that make them invaluable in navigating complex corporate landscapes (Greenleaf, 1977).

Having a deputy can also be key to smooth succession planning, vital for the sustainability of the organisation. Successful succession planning requires structured strategies that address both the logistical and emotional aspects of the transition. Richard Boyatzis' theory of intentional change emphasises the importance of a clear vision for the future, which can help in aligning the founder's expectations with the realities of the new leadership. Building leadership capabilities from within the organisation can help ensure that the new executives are aligned with the existing company culture and values. This also aids in smoother transitions, as internal candidates are typically more accepted by existing teams. Gradually transitioning responsibilities allows the CEO to mentor their deputy, helping to instil confidence in both the CEO and the organisation. This staged approach can help the successor to assimilate better into their new role.

It also needs to be recognised that not everyone wants to have the top job. However, aspiring to be a deputy is often viewed as lacking ambition, an issue deeply rooted in the psychology of workplace hierarchies and power dynamics. Organisations need to create cultures where aspiring to be a deputy is not viewed as settling for a lesser role as it undermines the potential benefits of the role - both for individuals and organisations - and limits career paths. Addressing the psychology of power dynamics is essential. Deputies often need strategies to maintain a healthy self-concept and professional identity within their roles, particularly in hierarchical environments that traditionally value only the top leadership position. This aspect of the deputy’s role is vital for ensuring they do not feel secondary but

see themselves as integral leaders shaping the organisation's direction (Keltner, Gruenfeld, & Anderson, 2003).

In conclusion, deputies in leadership roles are not just a support position but pivotal partners who bring resilience and adaptability to organisations. By recognising and empowering deputies, leaders not only distribute the weight of responsibility but also enrich the decision-making process, ensuring a more dynamic and innovative organisational culture. As Kouzes and Posner (2017) illustrate in The Leadership Challenge, effective leadership involves fostering a sense of shared responsibility and commitment, which is essential for achieving sustainable success. Encouraging a culture that values the role of deputies as integral to leadership will transform not only the fabric of leadership but also the future trajectory of organisational growth.