Presented By: Stephen Welch, Norm Celotto | Webcast Aired: February 1, 2012
Today’s global business environment is more complex than ever before. More organizations are adapting matrix structures, uniting multiple business units and functions to gain efficiencies and enable cooperation across silos. But a matrix blurs the clear lines of authority that traditionally govern organizations. A single, solid-line supervisor is being replaced by multiple dotted-line stakeholders, and team members may work under a manager they don’t report to, and barely know. Given the special challenges matrix structures present, organizations must proactively ensure that managers are equipped to address them with effective, informed and confident leadership that delivers results.
Hay Group’s research into the specific qualities demonstrated by successful matrix leaders identifies key actions and behaviors that lead to successful business outcomes – as well as those that are not productive. Through our research, Hay Group determined that managing without “direct line relationship” requires different leadership competencies than in a traditional organization. To be effective, leaders must manage their teams through influence rather than direct authority, and anticipate issues within the team and in the broader organization that will affect success.
Don’t let all the dotted lines get blurry. Hay Group can provide you with three takeaways, including the conditions that drive superior results, the ways that matrix managers must exercise leadership and the specific leadership competencies that drive success. This will help anyone who is trying to develop their career in a matrix.