How does leadership differ in an IT setting?
In many domains—think sales, marketing, or HR—a people-oriented component is naturally embedded in the work. Leading, persuading, aligning… these are skills that tend to grow organically with the role. In IT and engineering, it's a different story.
“Many people in IT or engineering choose that field precisely because they value depth, structure, and autonomy. Their strength lies in analysis, in solving complex problems—not necessarily in managing people.”
Transitioning to a leadership role in this context doesn't just mean more responsibility; it often means a completely different job. Where the expert focuses on content, leadership requires presence, alignment, coaching, and connection—skills that don’t naturally develop.
“In these technical environments, you’ll often see that people can fairly easily step into functional leadership. But then comes the other side of the scale: the human leadership aspect.”
And that’s often where the challenge lies.
Is there a minimum level of people management required as a leader?
People management is not a side task, Gerrit argues. It’s a fundamental part of effective leadership. Even the strongest experts can’t ignore it.
“The people management aspect is a full-fledged job and deserves the attention it requires.”
Underestimating this structurally leads to a loss of connection with your team sooner or later. And leading without gaining energy from it puts pressure on both yourself and those around you.
What if it doesn’t energize you, but your intentions for your team are good?
“The road to hell is paved with good intentions… If it truly doesn’t energize you, then at some point you have to dare to say: ‘no.’”
According to Gerrit, energy is the key indicator. If managing people consistently drains you, that’s a signal to take seriously. Leadership requires presence, intuition, motivation—you can’t sustain that if it doesn’t suit you.
“If you dread managing your people, if it drains you, then you have to ask yourself: do I really want this?”
That kind of honesty actually opens up space—for yourself and others. For those who do thrive in guiding people, and for experts who want to grow without taking on team responsibilities.
Can anyone become a leader?
“Leadership isn’t a promotion, it’s a profession. And not everyone needs to practice that profession.”
Gerrit stresses the importance of letting go of the idea that leadership is the only way to grow in your career. Technical career paths also deserve recognition and strategic importance. Not every expert needs to become a team lead or manager—and that’s perfectly fine.
“You promote people to team lead, but in doing so, you pull them out of what they’re great at—into a role they’re rarely trained for and that’s far removed from their talents.”
The solution? Alternative growth paths that place technical expertise at the center, without the obligation of a leadership label.
“Is leadership something you can learn?”
“Can you learn to lead if it doesn’t come naturally? A bit. But I wouldn’t be overly hopeful. You can train skills, but you can’t change who you are.”
Leadership can be learned to a certain extent, provided there's the right motivation and engagement.
“If you feel like, ‘I genuinely want to invest in others,’ that’s a great foundation.”
Without that intrinsic motivation, it often remains a matter of learning techniques—without lasting impact. Leadership requires self-reflection, the courage to practice, and the willingness to look inward.
What if someone recognizes themselves in this and thinks: ‘Damn, I really don’t get energy from being a leader for my people, and it’s weighing on me’—what now? What solutions are there?
“The answer lies in the concept of shared leadership.”
Instead of placing all responsibilities on one person’s shoulders, Gerrit proposes distributing leadership—not based on hierarchy, but on talent and energy.
“Why would you expect all aspects to be handled by one person? Maybe there are people who naturally possess that human leadership side and who can say in a shared leadership setup: ‘You know what? I’ll take care of those aspects.’”
In many modern IT teams, this works surprisingly well. Think of a content lead, a team coach, an operations coordinator—each with their own strengths, each with their own impact.
The result? More engagement. Less pressure. And leadership that flows from authenticity.
Human leadership takes courage
Leadership is not about perfection, but about presence. Gerrit emphasizes how powerful it is when a leader dares to show vulnerability, rather than trying to control everything.
“A leader who dares to say, ‘I don’t know either,’ or, ‘I sense something’s going on between us’—that, to me, is real leadership.”
Authenticity is at the center. No façades or masks, but real connection. Slowing down when needed. Showing up—even when it's uncomfortable.
“It starts with authenticity. It always starts with the human being.”
Are you at the beginning of a leadership journey or already an experienced professional in a technical environment and do you have questions about this? Then feel free to reach out to Joachim Desmet from Amandis or Gerrit Sarens from Ambits.
📧 gerrit.sarens@ambits.eu
📧 joachim.desmet@amandis.be
