WHY TECHNICAL EXCELLENCE DOES NOT AUTOMATICALLY CREATE GOOD LEADERSHIP

Written by Jana Ferreira

Employers must recognise that technical excellence alone does not make effective leaders. Being the best stylist, therapist, or technician in a salon, spa, or skincare clinic does not automatically mean someone is ready to guide people, manage conflict, or grow a business. Leadership identity is a different skill set, one that requires empathy, communication, and vision.

For business owners themselves, this means reflecting on their own leadership mindset:

Are they modelling fairness, adaptability, and emotional intelligence in the way they run their establishments?

For employers looking to appoint technically skilled employees into leadership roles, it means understanding that promotion is not just about rewarding talent; it is about ensuring the person has the capacity to lead people, not just perform tasks.

Appointing someone to a leadership role demands clarity, support, and structured development. Employers must provide mentorship, training, and clear role definitions to help technically skilled employees transition successfully. Without this, businesses risk creating frustrated managers, disengaged teams, and workplace conflict.

In short, technical excellence builds credibility, but leadership identity builds culture and sustainability. Employers who embrace emotional intelligence and adaptability, both in themselves and in those they appoint, create workplaces where people feel valued, teams thrive, and businesses grow.

Employers in Leadership Roles

In the Hairdressing, Cosmetology, Beauty, and Skincare Industry, it is easy to think that the person with the best technical skills will naturally make a great leader. But leadership is not about being the best at treatments or techniques; it is about guiding people, shaping culture, and building trust.

As an Employer, your leadership identity sets the tone for the entire workplace.

If you focus only on technical perfection, you are at risk of missing the bigger picture. Employees need clarity, encouragement, and a sense of belonging.

• Leadership is people-centred – As an employer, your responsibility is to foster a workplace where employees feel secure, valued, and motivated to perform at their best.

• Self-awareness is essential – Reflect honestly on whether you embody the same values you expect from your team, such as fairness, empathy, and resilience.

• Workplace culture begins with you – The way you communicate, handle conflict, and delegate tasks sets the tone and standard for the entire organisation.

• Technical skill is not enough – Even if you are the most capable technician, true leadership requires stepping back from doing the work yourself and focusing on empowering others to grow and succeed.

As an Employer, your leadership identity sets the tone for your workplace. Technical skills may make you credible, but emotional intelligence and adaptability make you effective.

Emotional Intelligence (EQ) for Employers in Leadership Roles:

• Self-awareness – As an employer, it is vital to recognise your own strengths and weaknesses, and to be mindful of the impact your behaviour and decisions have on others.

• Empathy – Effective leadership requires understanding the needs of your employees and building trust through genuine care and respect.

• Communication – Listening attentively and expressing yourself clearly are key to creating a workplace where people feel heard and valued.

• Conflict resolution – Managing disagreements with sensitivity, fairness, and tact helps maintain harmony and prevents small challenges from escalating.

• Adaptability – Remaining calm under pressure and adjusting to changing circumstances ensures stability and confidence within your team.

• Embracing change – Employers must be open to change, willing to adjust when necessary, and guide their teams through transitions with clarity.

• Resilience in uncertainty – Leading with confidence and resilience during uncertain times reassures employees and strengthens workplace culture.

Appointing an Employee to a Leadership Role

Promoting a technically skilled employee into a leadership role can be a smart move, only if you recognise the difference between technical mastery and people leadership.

1. Clarify the role:

A technical leader is the go-to expert for advanced skills. A people leader manages schedules, motivates the team, and resolves conflicts. Mixing these roles without clarity often causes challenges within the workplace.

2. Recognise the gap:

Technical brilliance doesn’t guarantee leadership ability.

Ask yourself: Can this person delegate, coach, and communicate effectively?

3. Provide support:

Leadership development programmes, mentorship, and coaching help technically skilled employees grow into confident leaders.

4. Offer dual career paths:

Not every expert wants to manage people. Give employees the choice to grow as technical specialists or as managers.

Research shows that leadership skills, like empathy, communication, and adaptability, are often more important than technical skills for career progression.

When promoting a technically skilled employee into a leadership role, employers must look beyond technical mastery.

Why EQ Matters:

• Technical experts often excel at their craft but may struggle with delegation or coaching.

• Emotional intelligence helps them transition from “doing the work” to “enabling others.”

• Leaders with EQ can inspire, retain, and grow teams more effectively.

Why Adaptability Matters:

• Leadership requires flexibility, responding to client demands, staff needs, and industry changes.

• Adaptable leaders are less likely to resist feedback or cling to old methods.

• They can balance technical excellence with people-centred leadership.

Research confirms that organisations investing in EQ competencies among leaders see higher motivation, stronger workplace culture, and improved productivity.

South African Labour Law Obligations

In South Africa, promotions are not just business decisions; they carry legal responsibilities. The Labour Relations Act (LRA) defines unfair conduct relating to promotion as an unfair labour practice.

What this means for employers:

• Fairness and transparency:

  Promotions must be based on clear, objective criteria and not favouritism or bias.

  
  

• Right to challenge:

  Employees who feel unfairly overlooked can refer a dispute to the Commission for Conciliation, Mediation and Arbitration (CCMA).

  
  

• Burden of proof:

  Employers must show that their promotion decisions were consistent, rational, and aligned with business needs.

  
  

• Discretion with limits:

  While you have the right to choose leaders, your decisions must comply with labour law and workplace policies.

For Employers within the Hairdressing, Cosmetology, Beauty, and Skincare Industry, this means that appointing someone into a leadership role is not just about recognising talent; it is about ensuring fairness, protecting your business, and building trust with your team.

Technical excellence is the foundation of great service. Leadership identity, however, is the foundation of a great business.

Employers must reflect on their own leadership mindset and avoid assuming that technical mastery equals leadership ability.

When appointing employees into leadership roles, owners must provide clarity, training, and support, while also complying with South African labour law to protect both the business and its people.

By cultivating leadership identity and adopting a business owner mindset, employers can build teams that thrive both technically and culturally, creating workplaces where people feel valued, and businesses grow sustainably.