What does this leadership look like? While the underlying concern is about doing things to a high standard, in practice it is about leaders effectively showing people how to do things, and modelling the way that they want things to be done by rolling up their sleeves and saying "Here. Watch me."
Such leaders are very task-focused and tend not to be good at delegating. I've worked with a few like this in my time: I recall some managers who knew more about the structure of the spreadsheet models than anyone in their team. Asking for feedback or help will probably lose you the job. But many pacesetting leaders mistakenly think that they are coaching (to be reviewed later). Pacesetters often do not see the big picture: a manager who needs to get down to the nitty-gritty cannot see wood for trees.The Times report includes an instance when Arturo Toscanini, known for his autocratic style, criticised the performance of a horn player in an orchestra that he was conducting then picked up the horn and played the passage.
He did the same thing to a below-par violinist. People in the orchestra realised that their conductor was better than them at everything they were trying to do. These professionals realised that they had met their match. Through this he won their attention – and their respect.When should you use it? If you’re in charge of a competent, achievement-focused and highly motivated team, for example, in consulting or professional services (or indeed an orchestra). They’ll respect a leader whom they know can cut the mustard and who will leave them to get on with things as long as they’re doing them well.
When is it harmful? If an organisation wants long-term results. The refusal to delegate harder, more interesting, tasks means that team members do not get the chance to develop and both the individual and the organisation lose.
When overused, the organization will stagnate, become exhausted, lose direction and, potentially, spiral into destruction.
Pacesetting leaders can play havoc with work-life balance by working really long hours and expecting others to do the same. Those working with such people often do not understand what is going on, but just follow. They get annoyed, exhausted and feel that they need to second-guess what the leader wants. Pacesetters tend to play favorites, which will harm team spirit, and encourage the others to disengage and leave.Don’t suggest to a pacesetter that you need to have more meetings or ask lots of questions about why you’re doing things and how they fit into the big picture.
You can impress a pacesetting leader by earning their trust quickly, and getting in their good book. Take on extra work; show that you’re capable; be prepared to stick your neck out.
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