1. Start with a structured selection process
Choosing the right IT team leader isn’t a checkbox exercise. Get it wrong, and you’ll waste time, burn resources, and slow down innovation. A structured selection process is non-negotiable. It starts with defining the role properly—technical expertise is critical, but leadership ability, cultural fit, and the capacity to drive a team forward are just as important. Without a clear framework, companies often fall into the trap of hiring based on gut feelings or surface-level assessments. That’s a mistake.
Akash Tayal, Cloud Engineering Offering Leader at Deloitte Consulting, highlights that the right candidate needs a proven track record in both technical execution and leadership. Strong followership is a key indicator—if people naturally look to someone for guidance, they’re already leading in some capacity. Nikita Sherbina, CEO at AIScreen.io, makes a strong point that internal candidates should be the first consideration. They understand the company’s systems, culture, and mission better than an external hire ever could.
A structured approach means evaluating candidates beyond résumés and past roles. You need real data—scenario-based problem-solving tasks, leadership aptitude tests, and structured interviews that assess decision-making under pressure. They reveal how a candidate thinks, reacts, and leads when things don’t go as planned.
2. Strong leadership qualities are as crucial as technical expertise
Technical knowledge alone doesn’t make a leader. IT teams need someone who can guide them through complex challenges, align technical efforts with business goals, and keep everyone moving in the right direction. Strong leadership is about clarity, communication, and decision-making under uncertainty. If your IT leader can’t get the team to trust them, the whole system slows down.
Akash Tayal is clear on this: leadership is about building followership. If a leader communicates effectively, supports their team, and values contributions, people follow because they want to, not because they have to. Sherbina reinforces that leadership is its own skill set. Just because someone is a brilliant developer doesn’t mean they can run a team. Too many companies make this mistake, assuming technical ability translates to leadership. It doesn’t.
Good leadership amplifies technical skills. It ensures that the best ideas aren’t lost in poor execution and that the team’s energy is directed where it actually matters. Without it, even the most talented team will lack direction, and innovation will stall.
3. Cultural and interpersonal fit are essential for leadership success
A leader can be the smartest person in the room, but if they don’t fit the team’s culture, they’ll fail. If an IT leader clashes with the team’s communication style, problem-solving approach, or work ethic, the result is friction, not progress. Culture fit is a fundamental requirement.
Thierry Louis, Infrastructure Operations Director at Yellow Tail Tech, warns that overlooking cultural alignment is a major mistake. Leaders who disrupt team dynamics in the wrong way erode trust and engagement. People don’t follow someone they don’t respect, and a leader who ignores the team’s established way of working risks creating unnecessary friction. Sherbina reinforces this by pointing out that companies should watch out for “brilliant jerks”—technically excellent individuals who lack the emotional intelligence to manage people effectively. They do more harm than good.
“The best leaders enhance what already works while introducing improvements that make sense for the team. They don’t force changes that create resistance; they align with the team’s strengths and push everyone forward. Companies that understand this hire for synergy.”
4. Organizations should proactively develop future IT leaders
If companies only start looking for IT leaders when they need them, they’re already behind. Identifying and developing leadership talent should be an ongoing process. This means recognizing high-potential individuals early, providing mentorship, and giving them opportunities to lead before they formally step into a leadership role.
Akash Tayal advocates for a structured succession process—companies that build leadership pipelines don’t scramble when leadership positions open up. They already have candidates who understand the business, have leadership experience, and can step in seamlessly. Sherbina points out that leadership development is about real-world experience. Give potential leaders ownership of projects, let them navigate challenges, and expose them to decision-making at a high level.
Team feedback is also invaluable. People working closely with potential leaders see their strengths and weaknesses firsthand. Before making a formal leadership appointment, companies should seek input from those who will be working under them. If a leader isn’t respected by their team, they won’t be effective, no matter how qualified they look on paper.
5. Balancing technical expertise with leadership skills is key to success
An IT leader needs to do two things well: make high-level technical decisions and lead people effectively. A leader who lacks technical depth won’t be able to make informed calls, and one who lacks leadership skills won’t be able to get a team to execute properly. It’s a balance.
Tayal points out that one of the biggest mistakes companies make is underestimating the importance of technical expertise in leadership roles. Without a strong technical foundation, an IT leader won’t be able to challenge assumptions, foresee potential issues, or make informed trade-offs. Teams lose respect for leaders who don’t understand the work they’re overseeing.
At the same time, technical knowledge alone isn’t enough. Sherbina stresses that leadership is a separate skill set that must be cultivated. Leaders need to motivate, resolve conflicts, and set clear directions. They have to align technical goals with business priorities and keep teams focused on outcomes that drive real impact.
“Executives making IT leadership decisions should look for both—technical excellence and the ability to lead. Sacrificing one for the other weakens the entire operation.”
6. The cost of getting it wrong
A poor IT leadership choice is an inconvenience and a major business risk. A weak leader slows down innovation, creates team inefficiencies, and increases turnover. Projects take longer, quality drops, and morale suffers. The wrong hire costs more than just their salary—it costs in lost productivity, missed opportunities, and wasted time.
Organizations that invest in structured hiring, leadership development, and cultural alignment get it right the first time. They avoid unnecessary setbacks, reduce internal friction, and create environments where innovation thrives. The best IT leaders drive their operations forward, bringing fresh ideas, strong execution, and the ability to scale teams effectively.
Key executive takeaways
- Structured selection prevents costly leadership failures: A defined hiring process ensures IT leaders have both technical expertise and leadership skills. Evaluate candidates through scenario-based assessments and leadership tests to avoid misalignment and weak hires.
- Leadership is more than technical skill: Strong IT leaders earn trust, communicate clearly, and align teams with business objectives. Prioritize candidates who can inspire and guide, not only those with deep technical knowledge.
- Cultural fit is a non-negotiable factor: Even the most skilled leader will struggle if they clash with the team’s work style or values. Assess interpersonal compatibility early to avoid team friction and disengagement.
- Develop IT leadership before you need it: Proactively identify and mentor future leaders through structured training, project ownership, and real-world leadership opportunities. A strong internal pipeline reduces hiring risks and transition gaps.
- Balance technical depth with leadership ability: An IT leader must understand the work they oversee while also guiding teams effectively. Prioritize well-rounded candidates who can drive both execution and innovation.
- A poor leadership choice is a business liability: The wrong hire slows down projects, increases turnover, and weakens execution. Invest in a rigorous selection and development strategy to avoid leadership failures.
