Line Management Pipeline

Throughout the book so far, there has been a lot of discussion about the effectiveness of line managers, and what factors could have an impact on their effectiveness. Is it because organisations are now expecting far too much from them, and not giving them the resources they need to undertake the role effectively? Or, is line management effectiveness in part down to the ways that line managers are appointed in the first place? Many managers often have their own career specialism, and then often find themselves taking on more people, team, and budgetary responsibilities in order to progress further. However, is progressing up the greasy pole of management the best way to fill these posts? And what are the consequences of giving these extra responsibilities to people who are not suited to them, or resent having to manage people at all?