Geeks seldom make great leaders -- which is causing problems at America's tech companies, where people promoted for their technical wizardry are expected to start managing people, write Robert Fulmer and Byron Hanson. To solve the sector's leadership crisis, companies need to start nurturing and rewarding leadership skills as well as sheer brainpower. "If tech companies want to encourage coaching and mentoring, they need to recognize and reward employees for doing it," Fulmer and Hanson argue.

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