Is it possible to replace the growth of managerial competencies with dedicated work?
The leader is assessed only as much as how well his subordinates and department do the work. This approach is justified. After all, the quality of employees' work depends not only on their professional abilities, but also largely on the manager's managerial competencies.
It is logical that in order to get the best results, most managers strive to develop their managerial competencies. Stop though! Some still believe that if they do the hardest work for their subordinates, they will improve the unit's results.
Few leaders have not experienced the fallacy of this stereotype.