Abstract:
"The literature suggests that the transition from self-leadership to leading others is a complex
and challenging one for leaders, particularly the transition from engineer and technical
professional to manager. The difficulty of this transition is attributed to the shift from a functional
role to a leadership role, as well as the need to develop new skills, acquire new knowledge, and
gain experience in leading people. Additionally, the leader may also encounter resistance from
their team during this transition, which can manifest in different ways, including difficulty in
delegating tasks and creating an effective team dynamic. As a result, it is essential for leaders
ascending from the ranks of technical divisions to be cognizant of the various aspects of this
transition and develop strategies to effectively manage it.
A qualitative study comprised of twelve semi-structured interviews with engineers and
technical professionals who had successfully made the transition was conducted. The research
analysis yielded several key insights, which can provide individuals and organisations with the
necessary guidance to assess which factors are crucial when transitioning from one role to
another. The results suggested that the most important element is to possess the right balance
of technical capabilities and leadership competencies. Moreover, the participants in the study
also indicated that receiving mentorship, having the opportunity to observe effective leadership,
and having advisors can provide support during the transition, while feedback from peers and
superiors can also help new leaders become better acquainted with their new role. Additionally,
evidence supported the notion that a successful transition requires individuals to be open to
change and be willing to learn from their mistakes.
This research provides a model that can effectively support South African engineers and
technical professionals in their leadership journey. Additionally, it can provide guidance to South
African engineers and technical professionals and organisations on how to best prepare for, or
plan for, a successful transition to leadership roles. Finally, this research encourages further
investigation into similar contexts, thus allowing for the transferability of these results to other
sectors as well."
