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Managerial Leadership Practices

Managerial Leadership PracticesAccountable managerial leadership ensures that the right person is in the right role and is doing the right work … cascading from the top of the organization right down to the delivery of services to your customers …

The backbone of effective, innovative working toward the achievement of results is found in applying managerial leadership practices which establish the conditions for each individual to work confidently, creatively and with commitment.

Without this unbroken managerial strength and leadership from the top of the organization right down to First Line Managers, individuals are placed in the position of having to make decisions for which they are unprepared – and for which they cannot be fully effective in their judgments and decision-making.

The right managers at every level in the company engaged in the right role, doing the right work will bring you substantial productivity gains which are sustainable and will unleash the enthusiasm, creativity and engagement of your employees – all leading to positive bottom line results.

The requisite managerial leadership practices have been formulated taking into account requisite principles for creating trust in the managerial system which fully support legal, ethical and trust-inducing behaviors. They are:

Two-way Team working

Context Setting


Task Assignment

Personal Effectiveness Appraisal

Merit Review


Selection & Induction

De-selection & Dismissal

Continual Improvement

All managers are accountable for creating a face-to-face, one-on-one working relationship with each subordinate, implementing effective selection, induction, task assignments, coaching, personal effectiveness appraisal, merit review, and de-selection when necessary; and team building through context setting, planning, and team-working meetings.


Managerial Leadership Practices (MLP): Managers are required to use the following key leadership practices in their working relationship with each subordinate, in team building, and team meetings: Managerial Team-working; Planning; Context Setting; Task Assignment; Personal Effectiveness Appraisal; Merit Review; Coaching; Selection; Induction and De-selection Continuous Improvement. See individual development. See capability.

Individual Development: means of assisting an individual to work at full potential capability.

Coaching: regular discussions initiated by a manager with an immediate subordinate, in which the manager helps the subordinate to increase his or her skilled knowledge so that the subordinate is able to handle an increasing amount of the full range of work available in the subordinate’s role. As a part of Coaching, from time to time a manager may use examples from his or her own work experiences to counsel and encourage a subordinate to overcome any flagging commitment due to the subordinate’s external circumstances or to local conditions at work.

Mentoring: discussions by a manager-once-removed (MoR) to help a subordinate-once-removed (SoR) to understand his or her potential and how that potential might be developed to achieve as full a career growth in the organization as possible.

Teaching: increasing the knowledge of an individual by means of lectures or other didactic methods.

Training: means of helping individuals to enhance their skilled used of knowledge by on-the-job practice or specialized practice opportunities.

Capability: ability of a person to do work.

Current Applied Capability (CAC): capability someone has demonstrated to do a certain kind of work in a specific role at a given level at the present time. It is a function of his or her complexity of mental processing (CMP), how much s/he values the work of the role (V/C), his or her skilled use of knowledge for the tasks in the role (K/S), and his or her working within the boundaries of the required behaviors established for all employees, and the specific required behaviors established for the role, both of which are essential components of (RB).

We can think of this as CAC =ƒ CMP • K/S • V/C • RB

The term “CMP” Complexity of Mental Processing is sometimes replaced with “CIP” Complexity of Information Processing in requisite readings. In requisite organization these two terms refer to the same thing and can be used inter-changeably.

Thus, CAC =ƒ CIP • K/S • V/C • RB is also correct, and has the same meaning.

Readings in Jaques’ Requisite Organization, A Total System … for the 21st Century, second edition [ISBN 1-886436-04-5], see Immediate Mgr-Sub Managerial Leadership, pp 99-121.

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