Leaders will naturally acquire de facto power in a group setting. Power attracts the power hungry, so avoiding a buildup of power is important. This build up can be offset greatly by limiting the introduction of de jure power into the equation.
You list attributes of bad managers: no particular skill in the area, likes to have authority, and likes making more money. We can mitigate the likelihood of attracting those managers by providing the opposite.
1. Let teams self-organize, where team members will value those who are both competent and effective cooperators.
2. Don't pay them more, it's just a role within the team, like being responsible for some feature. Have pay scales that value your experienced members, just don't pay your lead more than their more senior reports.
3. But who'll do the paperwork and other secretarial work that managers are normally responsible for in addition to their decision making/leadership duties? Hire a team secretary: someone who does not have hiring and firing power over the rest of the team.
You list attributes of bad managers: no particular skill in the area, likes to have authority, and likes making more money. We can mitigate the likelihood of attracting those managers by providing the opposite.
1. Let teams self-organize, where team members will value those who are both competent and effective cooperators.
2. Don't pay them more, it's just a role within the team, like being responsible for some feature. Have pay scales that value your experienced members, just don't pay your lead more than their more senior reports.
3. But who'll do the paperwork and other secretarial work that managers are normally responsible for in addition to their decision making/leadership duties? Hire a team secretary: someone who does not have hiring and firing power over the rest of the team.