Geeks, Leadership, and Geek Leadership
This chapter addresses some of the fundamental questions about the psychology of the geek, traditional theories of leadership, and the ways in which one must adapt to lead geeks.
Geeks
The term "geek" is used to describe knowledge workers in information technology: those who create, maintain, or support computer information systems.
These individuals entered the business world only 30 years ago, usually as part of the facilities department: they maintained equipment such as copiers and faxes, and were assigned the task of maintaining computers, and filled a marginal and unimportant role.
As IT has exploded into every facet of business, so have the geeks: they are often scattered about an organization, or consolidated into an IT department, and the necessity of information systems to daily business has led to a population explosion.
In short, these strange individuals are now holding the keys to what is essential to the future of your company: they are the people who help your employees leverage the power of information technology to do "real" work.
At the same time, the work they do is abstract and largely unfathomable to the average person, who depends on technology as a "user" but does not understand the tools they use except insofar as their practical, day-to-day application.
Conversely, the geek is primarily involved with the behind-the-screen workings of information systems, an abstract and knowledge-based task, and their understanding of business is as lacking as the average business person's understanding of technology.
Leadership
Leadership in traditional organizations is generally derived from factors such as personal charisma, vision, moral virtue, or organizational legitimacy can also be drawn upon. These things give a leader power over his followers, to direct their actions.
Power itself is derived from the complex relationships between human beings, and a person is "powerful" insofar as he can exert control over others by any available means, from inspiration to intimidation, bribery or promises, reward and punishment.
Although many scholars have attempted to "tease apart" the concepts of leadership and power, the author sees no need to make that distinction: the two generally lie in the same hands, and in business are used to the same ends.
Why Geek Leadership Is Different
The author provides three reasons that geek leadership is distinctly different from traditional leadership.
First, the geeks themselves are different from other people. While stereotypes are generally regarded as generalizations, they are not necessarily untrue. The psychology of individuals who work in information technology is significantly different than the individuals who work in most other departments.
Second, the nature of their work is different. Primarily, the works that geeks do enables other work to be done, and there is often no direct correlation between the "success" of your geeks in managing a database system and the success of the company in its industry.
Third, traditional forms of power are useless against geeks. The work that geeks do is not related to their behavior (which can be controlled to produce better results) or relationships with other people, but with thought, ideas, and the application of creativity. The physical behavior (typing on a keyboard) does not create value. And because power is about the controlling behavior, it has little effect on knowledge work.
What Is Geek Leadership?
An old myth about leadership is that it's universal: if you can lead in one environment, you can lead in any environment. Unfortunately, that is not true. The techniques used in managing salesmen, clerks, or logistics personnel do not apply in the geek environment.
To begin, many leaders find the work of geeks baffling - the nature of the work, and even the culture of the people, is entirely different from the remainder of the business environment. They are often suspicious and cynical in their relationships with leaders, and don't accept leadership easily.
Moreover, the role of the leader is different: instead of directing activity, the leader must facilitate creativity, and serve as the interpreter between the geeks and the rest of the business. Power is derived not by controlling the behavior of geeks, but empowering them to act on their own.