Management is often painted as a discipline of strategy, efficiency and resource allocation. Leadership, in this view, is largely about positioning people effectively — much like moving pieces on a chessboard — and success is won by promotions and annual bonuses.

This understanding is also reflected in how leadership roles are typically described and evaluated. Job status and responsibility are often inferred from the number of direct reports a manager oversees, with larger teams signalling greater prestige and organizational importance.

More than three decades ago, however, management scholar Henry Mintzberg challenged the main conceptions of managerial work. He argued that the role of managers goes beyond planning and control, and instead involves dealing with information, making decisions and managing relationships.

Despite this longstanding critique, the image of management and leadership as a largely technical and hierarchical activity remains influential, particularly as organizations undergo changes. One such change is “delayering” — a flattening of organizational structures by removing layers of middle management.

In 2025 alone, approximately 41 per cent of........

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