ABSTRACT
This chapter outlines what the requisite practices are for immediate managers of subordinates. The systematic application of these practices is what constitutes immediate managerial leadership, and not some "leadership personality type." The manager's level of capability is within the stratum of the role, and one category of mental complexity above immediate subordinates, all of whom are in roles at the next lower stratum. The manager possesses the necessary skilled knowledge. Functioning in a team working mode does not mean group decision making. A fundamental accountability—indeed the central managerial function—of every manager is to build and sustain a team of immediate subordinates capable of working together effectively with the manager and with each other. An unnecessary mystique has grown up around planning and planning processes, mainly because of attempts to develop planning and information technologies which will somehow throw up the 'correct' plans—or at least some options for a correct plan.
