The research on leader-managers has highlighted:

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Several conceptual and empirical analyses of management practices, including those on leadership carried out in subsequent years, have substantiated the vision of these early pioneers and highlighted the significance of the people factor in management, which in fact is the basis of all leadership behaviour. Examples of managerial analyses that highlight the importance of the people factor include: Mintzberg's (1973) analysis of managerial roles, which identifies 10 different roles, all of which require people skills; Katz and Kahn's (1978) model of managerial competencies at different levels, which shows that the human relations skill is a constant at all levels; and the 7-S model of organisations proposed by Peters and Waterman (1982), which implies that it is the values shared among people that is the central piece linking the different parts of an organisation together. Thus, it is clear that the essence of managing an organisation lies in mobilising and leading people towards a common goal, which in fact is leadership. In other words, every manager has to be a 'leader-manager'.

The Research on Leader-Managers Has Highlighted