"What makes some managers more valuable than others? Organizations tend to assume the answer lies in motivation and control: good managers are those who inspire effort, build team morale, or enforce incentives effectively. But, perhaps, the secret sauce isn't how hard managers push; it's how well they place. In new research spanning 200,000 employees and 30,000 managers in nearly 100 countries, I find that managers create value-for both their organizations and those they manage-by matching people to roles where they fit best."
"What makes some managers more valuable than others? Organizations tend to assume the answer lies in motivation and control: good managers are those who inspire effort, build team morale, or enforce incentives effectively. But, perhaps, the secret sauce isn't how hard managers push; it's how well they place. In new research spanning 200,000 employees and 30,000 managers in nearly 100 countries, I find that managers create value-for both their organizations and those they manage-by matching people to roles where they fit best."
Data spanning 200,000 employees and 30,000 managers across nearly 100 countries show that managers create value by matching employees to roles where they fit best. Organizations often assume manager effectiveness stems from motivating employees or enforcing incentives, but placement explains much of the variation in managerial value. Effective managers increase organizational performance and employee outcomes primarily through careful role assignment rather than stronger pressure, morale-building, or incentive control. Managerial impact therefore derives largely from talent allocation and role fit, aligning individual skills and preferences with job requirements to maximize productivity and satisfaction.
Read at Harvard Business Review
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