Procurement professionals are no strangers to complexity. Balancing supplier relationships, cost optimization, and ethical sourcing demands not just technical expertise, but also strong leadership. Yet, leadership styles are often overlooked in procurement discussions.

A recent conversation on Procurement Board TV with Jiří Šimonek and Radovan Vaculík, both seasoned consultants in diagnostics and management development, shed light on how diagnostic tools and leadership assessments can help organizations align the right people with the right teams.

One striking message emerged: “The right boss is for the right team.”

Diagnosing Leadership Through Color and Association

Šimonek, who has spent over 20 years in diagnostics, introduced an unusual but powerful method: using colors and associations to assess management styles. Over time, this approach has been applied to more than 2,000 leaders and managers, uncovering how individuals lead and how teams respond to different approaches.

He explained:
“We can pair the management style with the group’s needs… We find out who is a visionary, who can handle crisis management, and who is best suited for collective leadership.”

For procurement leaders, this diagnostic lens is invaluable. Whether negotiating under pressure, steering through supply chain disruptions, or driving innovation, the ability to align leadership style with situational needs can make the difference between resilience and breakdown.

The Pandemic’s Impact on Leadership

Both Šimonek and Vaculík highlighted how the pandemic fundamentally reshaped management expectations.

“There was a much greater need for not strictly such management, but more supportive management, more leadership – meaning understanding of the situation.”

Procurement teams faced similar challenges: managing supply continuity from home offices, juggling childcare, and dealing with sudden supplier collapses. These human factors demanded empathy, not just efficiency.

As Vaculík put it, “Nobody knew what would happen… But we acclimatized, we adapted.”

Adaptability, it seems, is not just a supply chain capability – it’s a leadership one.

The Rise of Ethical and Transparent Leadership

One of the most exciting shifts Šimonek observed in Czech and European companies is the growing demand for ethical leadership.

“Managers didn’t care about ethics in the past – it was just about results. But now companies want ethical rules, transparency, and fairness in relationships.”

This trend resonates deeply with procurement. Supplier codes of conduct, ESG (environmental, social, governance) compliance, and responsible sourcing are now front and center. Leadership that prioritizes integrity isn’t just good management – it’s a competitive advantage.

Hard Skills vs. Soft Skills: Striking the Balance

Procurement leaders often rise through the ranks due to their technical expertise – negotiation skills, category knowledge, or financial acumen. But as Šimonek warned:

“Some companies still believe that hard skills are enough to be a manager. But an excellent expert who can’t lead people is an irreversible mistake.”

This is where diagnostics can prevent costly missteps. By identifying whether a candidate has not only the expertise but also the emotional intelligence and leadership style needed for the role, procurement organizations can ensure talent is placed where it will thrive.

As Vaculík added, “Nobody is perfect. Every boss needs the right hands – specialists who may be better than them in some things.”

For procurement leaders, building a team with diverse strengths may be more critical than trying to embody all competencies alone.

Key Takeaways for Procurement Professionals

1. Match leadership style to team dynamics – Not every team needs a visionary; some need a strong crisis manager.
2. Prioritize empathy and adaptability – The pandemic proved that supportive leadership is crucial in uncertain times.
3. Embrace ethics as strategy – Transparent and values-driven leadership strengthens trust across the supply chain.
4. Balance hard and soft skills – Technical expertise matters, but the ability to inspire, communicate, and build trust is equally vital.

Use diagnostics as a tool, not a label – The value lies in combining assessment with consultation, ensuring managers continue developing.

Final Thought

Procurement is not just about contracts and numbers. It’s about people, leadership, and vision. As Šimonek concluded, “The choice of the leader or manager can be done very well – and with modern technologies it goes pretty fast.”

For procurement leaders navigating an era of disruption, diagnostics and leadership insights could be the hidden key to sustainable success.