An illustration of the manager/leader gap discussed earlier (here) is drawn in this back-and-forth among Glenn Whitfield (here), Andrew Meyer (here), and others. All good stuff, though the last two comments on Glenn’s post — from Long Huynh at CIO Assistant and Glenn himself — get closest to my perpsective.
The idea that a CIO can perform well by operating with one style is pernicious. Unfortunately, many reinforce this idea — see this State of the CIO 2007 feature from CIO Magazine that identifies CIO archetypes (and even offers a “self-assessment” tool for self-archetyping).
I wonder…how can a single-archetype CIO be successful when his/her IT portfolio must contain very disparate types of projects and programs (e.g., “stay in the game” vs. “win the game” vs. “change the game” initiatives)?