The leadership pipeline is one of the most discussed and influential theories on leadership, management, and talent development in recent decades. The theory is based on the assumption that effective leadership depends on what you are leading. The requirements for good leadership change from one level to the next—what works for a frontline manager may not work for a leader of leaders.
Simply put, the leadership pipeline is a framework for creating successful leadership at all levels of an organization. It requires a shared language and understanding of what effective leadership means. The model provides organizations with a structure to define the requirements, criteria, and qualities expected at each management layer.
In Denmark, the leadership pipeline is particularly widespread in the public sector—partly due to wicked problems such as large cohorts of leaders nearing retirement, smaller generations replacing them, and competition with the private sector over pay and conditions. These challenges also strongly influence private organizations. With the pipeline model, organizations can build an internal pool of leaders—making them less vulnerable to such issues.
The theory spread through books like “The Leadership Pipeline,” “What Got You Here Won’t Get You There,” and “Leadership Pipeline in the Public Sector.” While approaches differ on how many transitions exist (some cite six, others three or four), all agree that context determines how to tailor and implement the generic typology.
Key groups in the model include:
Four Levels
Transitions between levels are challenging—they require leaders to adapt their skills, priorities, and values to fit new roles. Failure to do so can lead to significant setbacks for both career and organization.
First level
Leader of individuals
Often skilled professionals are promoted to lead others. New leaders must now be motivated by achieving results through their teams—not just personal accomplishments. New skills include recruiting, delegating, goal-setting for others, and performance evaluation.
Second level
Leader of leaders
Transitioning to lead other leaders brings new priorities. This role is more strategic and long-term—requiring a horizontal focus on connecting teams and departments.
Third level
Functional manager
Reporting directly to top executives, this role carries broad strategic responsibility across multiple management layers. It requires engagement with political stakeholders and aligning organizational structures with strategic priorities.
Fourth level
Top executive
The CEO role involves understanding the organization’s place in society—advising, mediating, navigating political frameworks, and building a loyal executive team focused on holistic rather than short-term or local goals.
Aleris has become one of Denmark’s largest private healthcare companies. To continue its growth journey, it introduced a new leadership framework—necessary given its increasing complexity. With more employees and business areas, Aleris needed sharper focus on defining the leadership role.
The model is so widely adopted because it brings several advantages:
We offer leadership and organizational sparring sessions, research-based education, presentations on the leadership pipeline as well as training programs specifically focused on equipping you with general management competencies.
See examples of our services here:
Inspirational research-based presentations on learning culture for all levels within your organization.
Advisory support regarding your organizational development or key initiatives.
Facilitation of active workshops focused on competence development at management or executive level.
At LEAD we dare say we are among Denmark’s leading experts in this area – we have written best-selling books based on research and practical experience, and have helped numerous organizations implement pipeline thinking to transform their approach to leadership.
We use our deep knowledge to help create effective, coherent management chains—ensuring every level understands its responsibilities/mandate and aligns them regularly. This leads to better leadership at all levels—and greater job satisfaction as expectations become clear.
We take a pragmatic approach: organizations should not adapt themselves to theories—theories should be tailored to serve organizational goals.
Three main ways we approach implementation:
Partner
Chief Consultant
Are you facing organizational change? Do you need strategic advice or a cultural development program?
Contact us so we can tailor together a program that develops precisely those competencies and structures needed to strengthen and future-proof your organization.
Anne-Birgitte Albrectsen
Managing Director & Partner
Master of Law
Mobile: +45 22 42 18 11
Email: aba@lead.eu