RDEL #62: Why does the “knowing-doing gap” exist, and how can engineering leaders overcome it?
This week we explore the gap between knowing and applying leadership skills, and how engineering leaders can bridge it to enhance team performance.
Welcome back to Research-Driven Engineering Leadership. Each week, we pose an interesting topic in engineering leadership and apply the latest research in the field to drive to an answer.
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In leadership, there's often a gap between knowing what to do and actually applying that knowledge in practice. Managers know what principles to apply in theory, yet struggle to translate this knowledge into effective day-to-day leadership actions. This week we ask: Why does this “knowing-doing gap” exist, and how can engineering leaders overcome it?
The context
The "knowing-doing gap" refers to the disconnect between what people know—such as leadership theories or best practices—and what they actually implement in their day-to-day work. This gap is particularly relevant in leadership roles, where understanding leadership principles doesn’t always translate into effective action. In engineering teams, this gap is sometimes pronounced because leaders often come from technical backgrounds where success is tied to technical expertise more than leadership behaviors. Leadership knowledge may accumulate, but its application may lag behind.
For engineering teams, the knowing-doing gap can impact team performance by limiting the application of valuable leadership knowledge in practice. When leaders fail to act on what they know, teams may miss opportunities for growth, collaboration, and innovation. Addressing this gap is essential for ensuring that leadership knowledge translates into tangible actions that drive both technical progress and team success.
The research
Research conducted by Ahmadi and Vogel explored this phenomenon in depth via a qualitative study involving 22 managers from various industries in the United Kingdom, including financial services, automotive, construction, manufacturing, and fast-moving consumer goods (FMCG). The data from these interviews were then analyzed to identify key patterns and factors contributing to the knowing-doing gap.
The researchers discovered a few key factors that impacted the presence and significance of the knowing-doing gap:
Motivation as a Key Driver: 43% of managers reported that a lack of personal motivation was a major barrier to applying leadership knowledge in practice. When leadership tasks were perceived as less important than technical duties, they were often sidelined.
Confidence to Act: Nearly 50% of managers cited low confidence in implementing leadership behaviors, especially in uncertain or high-stakes situations. This lack of confidence led them to hesitate or avoid acting on their leadership knowledge.
Prioritization of Leadership Tasks: 55% of respondents admitted that leadership activities often fell behind technical or operational work. Particularly in engineering contexts, where technical expertise is highly valued, leadership tasks were frequently deprioritized, contributing to the knowing-doing gap.
Contextual Barriers in Organizations: Over 60% of managers highlighted organizational context—such as a lack of support from senior leadership or misaligned priorities—as a significant factor widening the knowing-doing gap.
The application
The study highlights key barriers that prevent leaders from translating their knowledge into action, including lack of motivation, confidence, prioritization, and organizational support. These factors contribute to the leadership knowing-doing gap, which can hinder the effectiveness of leaders, particularly in engineering environments.
To bridge this gap, engineering leaders can considering the following steps:
Build Confidence: Start by applying leadership skills in low-stakes situations and gradually expand to more complex challenges. If you are a manager-of-managers, you can foster a leadership-friendly environment where managers are encouraged to practice what they’ve learned. Note: this requires an environment of higher psychological safety, where people feel comfortable trying things that might not be perfect the first time.
Prioritize Leadership Tasks: Schedule specific time for leadership activities, such as decision-making and one-on-one meetings, to ensure these responsibilities aren’t overshadowed by technical work.
Align Leadership with Team Needs: Regularly assess the leadership needs of the team and adjust accordingly, to make sure that leadership efforts are aligned with the goals and dynamics of the team.
By taking these steps, engineering leaders can start closing the gap between knowing and doing, leading to more effective leadership and stronger team outcomes.
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Wishing everyone a great Research Monday!
Lizzie