Historically, local governments have favoured the top-down vertical alignment of their human resources (also commonly called a “Bureaucratic Structure” where Leadership is Vertically aligned). This structure offers up a clear chain of command and typically features a top-down decision-making process.

When you examine the vertical leadership structure there is little doubt the reporting relationship is obvious. This model features clearly defined roles and responsibilities.  An employee can easily understand and follow the chain of command through the organizational structure.

The CAO typically holds the top spot on the organizational ladder and subject to his/her leadership style can delegate authority to lower-level managers who in-turn manage those employees through well-established lines of accountability.

Although the vertical leadership model has some benefits, they may be outweighed by the rather unique challenges we see in a world facing COVID-19.

The new reality of the work-from-home environment is forcing organizations to re-examine a host of issues respecting the way they manage their people. Since vertical organizations have several layers of management, it’s not hard to see how information can get derailed or delayed as it is passed along and down the chain of command. Because of the centralized control of power in the vertical leadership structure, employees can feel less effective and potentially less valued. Those examining vertical organizations also suggest there is a greater chance of micromanagement to creep into this model.

On the other hand, some municipalities have started the transition or have already adopted a horizontal leadership structure which could prove beneficial and may provide them with a head start on dealing with many of the issues arising from the challenges we are all facing.

Horizontal Leadership Structures are obviously flatter and intended to empower employees.  These organizations are typically less focused on the titles, personal status and hierarchy and more focused on a shared vision where people are aligned with the mission of the organization. This model (subject to the leadership and corporate culture) tends to generate a higher degree of trust and a much higher degree of risk tolerance within the organization.

The horizontal models typically show that employees enjoy greater autonomy and flexibility in their work.  Many are engaged in cross-functional teams resulting in fewer silos, greater cooperation, and enhanced communication. These organizations tend to be nimble and quicker to adapt to changing circumstances.  ~ Important qualities for organizations in a world fraught with volatility and uncertainty.

Since organizational culture (includes structure) has an influence on the type of leadership style, it is critically important that our leaders make the type of adjustments that will foster agility and success. When we look at the typical leadership styles within both of these models, we gain some interesting insights.

In horizontal structures, leaders are typically seen as more trustworthy as they tend to be more participative and “democratic” in their approach with employees. There is a tendency to see these leaders as more vulnerable when they reach out to employees to ask for help, resulting in deeper connections and stronger relationships. These leaders are typically more collaborative and interconnected – approaching teams in a manner that builds alliances and morale.  These leaders are also generally more empathetic and committed to their people demonstrating the desire to see them succeed.

On the other hand, leaders in the vertical model are often viewed as unapproachable in large part due to the culture of the organization and the perception that the structure insulates them. Their style is likely viewed as more authoritarian or autocratic, and employees are likely less willing to step beyond their well-defined roles. These leaders may also be more inclined to see their employees more as instruments in a process on the road to getting results. This type of approach will most likely foster alienated employees who sense they are not valued.

COVID-19 has fundamentally altered the way we think about work. Unquestionably, this has become a redefining moment, a seismic shift, in a time of “Volatility, Uncertainty, Complexity and Ambiguity” (VUCA).  We need to recognize that this new normal will continue to reverberate for some time.

The future success of our municipal organizations and our leaders will be determined by their ability to make the proper adjustments to meet these new opportunities!