LME040 – How many people can you effectively lead?


Today, we’re addressing a question that comes up often in leadership workshops:

How many employees can a leader effectively manage?

It’s a deceptively simple question but one with profound implications for how you structure your team and organization.

What is a Leadership Span?

Let’s start with the basics. A leadership span, or span of control, refers to the number of direct reports a leader manages. While the concept seems straightforward, determining the ideal number is anything but simple.

The Magic Number: 7 ± 2

There’s no universally “correct” number of direct reports. However, in my experience—and supported by insights from organizational research—a span of 7, plus or minus 2, seems to work best in most situations. Why?

Professor Wolfgang Grunwald’s research on group dynamics provides some clues. He found that:

  1. The human brain is naturally limited to processing around 7 cognitive units at a time.
  2. Communication complexity increases exponentially as team size grows. For example, with 7 team members, there are 21 potential interaction points. With 12 members, it jumps to 66.

Grunwald concluded that most effective groups naturally form in sizes of 5–7, beyond which communication and coordination become exponentially harder.

When Span of Control is Too Large

Let me share a story. A few years ago, I observed a manager overseeing 12 direct reports. On paper, it seemed manageable, but in practice, it wasn’t. She was so overwhelmed with day-to-day operations that she barely had time for strategy or innovation. She wasn’t leading—she was firefighting.

Here’s the problem: when leaders have too many direct reports, they often cut corners. They skip one-on-one meetings, neglect mentoring, and focus solely on hitting targets. The result? Poor team morale, lack of direction, and long-term inefficiencies.

Factors That Influence Leadership Span

The “magic number” of 7 isn’t a one-size-fits-all rule. Several factors can influence the ideal span of control, including:

  • Complexity of Work: Leading a team of highly skilled engineers solving unique problems is more time-intensive than managing a team performing repetitive tasks.
  • Team Maturity: Experienced, self-sufficient team members require less day-to-day oversight, allowing leaders to manage more people.
  • Leader’s Workload: If a leader also handles operational tasks or strategy development, their capacity to manage people decreases.
  • Support Systems: Stabs or support staff can reduce the burden by handling administrative or logistical tasks.

Quality vs. Quantity: What Leadership is Really About

Let’s be clear: leadership isn’t just about managing tasks. It’s about inspiring, developing, and supporting people. That requires time and energy, both of which are finite.

Imagine a team leader with 15 direct reports. Even if they dedicate just 30 minutes per week to each person, that’s nearly 8 hours of one-on-one time—before addressing team meetings, operational tasks, or strategy. The math simply doesn’t add up.

Real-Life Example: The Time-Crunch Dilemma

Pensive manager

A mid-level manager I once coached was proud of her ability to juggle 15 direct reports. But when two team members started underperforming, she couldn’t keep up. Addressing their issues took so much time that the rest of the team felt neglected.

This situation is common: when you’re stretched too thin, small problems snowball into major crises. The first casualty is often the quality of leadership.

Why the Leadership Span Matters More Than Ever

In today’s world, where automation handles routine tasks, employees are increasingly responsible for complex, creative, or interpersonal work. This shift demands leaders who can:

  1. Coach and mentor team members.
  2. Facilitate collaboration and resolve conflicts.
  3. Foster innovation and critical thinking.

These responsibilities require far more time than simply overseeing task completion. That’s why a manageable span of control is critical.

Practical Guidelines for Leaders

If you’re wondering how to find the right balance for your team, here are a few practical steps:

  1. Start with 7 ± 2
    If you’re designing a team or restructuring, aim for no more than 7 direct reports per leader. Adjust based on the complexity of roles and team maturity.
  2. Regularly Evaluate Your Span
    Periodically review how well your span of control is working. Are employees getting enough support? Are you able to focus on strategic tasks?
  3. Delegate and Empower
    Use middle managers or team leads to share the burden. For example, if you have 15 direct reports, consider promoting a few as team leaders to manage subgroups.
  4. Prioritize High-Quality Leadership
    Block time for one-on-one meetings, coaching sessions, and team development. These activities are non-negotiable for long-term success.
  5. Use Data to Inform Decisions
    Measure employee engagement, productivity, and turnover rates to assess whether your span of control is effective.

The Risks of Ignoring Span of Control

When leaders oversee too many people, they risk becoming managers instead of leaders. They focus on outputs instead of outcomes, ticking boxes instead of fostering growth. This isn’t sustainable—for you or your team.

Leadership isn’t about how many people you can manage; it’s about how effectively you can lead. A span of control that’s too wide compromises the quality of your leadership and your team’s performance.