Leadership Competencies: Are we all saying the same thing? (original) (raw)

Leadership Competencies: Time to Change the Tune?

This article indicates how the competency approach to leadership could be conceived of as a repeating refrain that continues to offer an illusory promise to rationalize and simplify the processes of selecting, measuring and developing leaders, yet only reflects a fragment of the complexity that is leadership. To make this argument we draw on two sets of data: a review of leadership competency frameworks and an analysis of participant reports from a reflective leadership development programme. A lexical analysis comparing the two data sets highlights a substantial difference with regards to the relative importance placed on the moral, emotional and relationship dimensions of leadership. The implications of these differences are considered, as are ways in which the competency approach could be aligned more closely with the current and future needs of leaders and organizations. In particular, we argue that a more discursive approach that helps to reveal and challenge underlying organizational assumptions is likely to be more beneficial if organizations are looking to move beyond individualistic notions of leadership towards more inclusive and collective forms. Methodological issues are also raised around the comparative analysis (both semantic and linguistic) of apparently incommensurable texts.

Concepts and Conceptions: Leadership Competencies

National Clearinghouse for Leadership Programs When I was in high school, I attended a retreat where we received letters from loved ones. One of these letters was read out loud. As an introvert, this was an absolutely miserable experience for me. But that is a topic for a different issue of Concepts & Connections. I remember my teacher proclaiming one line in my letter very clearly: "If I were to choose one word to describe you, it would be resilient, like a diamond." Admittedly, my vocabulary was not (and still is not) very large, so after the weekend I went home and looked up what resilient meant. Webster gave me a pretty good idea, but I believe that my lived experiences brought my definition to a higher level and gave my diamond a new sparkle. I hope this issue of Concepts and Connections provides answers but also new questions around leadership resiliency allowing you to see your diamond with brand new sparkle. Editing this edition of Concepts & Connections allowed me time to reflect on how I have grown and how resiliency exists in leadership and my life. I hope this piece is as timely for you as it was for me and we hope you enjoy, reflect, and learn from this edition of Concepts & Connections.

Leadership competencies: a reference point for development and evaluation

Library Management, 2012

PurposeThe purpose of this paper is to establish a transparent, integrated approach to leadership competency development and succession management to respond to drivers associated with an ageing workforce, leadership drain and the enticement of people into leadership roles.Design/methodology/approachA consultant was engaged to facilitate a review of the UOW Library's leadership situation. Key to this process and subsequent activities was the use of the Lominger Leadership competencies; measurable characteristics related to success in the workplace to establish the desired leadership profile. Career interviews, professional coaching and targeted assignments were integral to the development of needed competencies.FindingsThe paper finds that feedback from peers, managers and staff was a significant component of the evaluation strategy. Formal assessment took place through the use of the Lominger's VOICES® 360‐degree feedback instrument, an institutional employee climate survey...

Instead of competencies, leadership qualities are a new direction in leadership development

GiLE Journal of Skills Development

The last few years have significantly transformed our thinking about leadership. The Covid-19 pandemic and the effects of the increasing VUCA world have a great influence on what makes a leader and thus his/her organization successful. For leaders, the most important thing is to develop the mindset that leadership is their profession, and they need to develop it every day. In this study, I present the basis of a new methodology developed in practice, which no longer focuses on competencies but rather brings leadership qualities to the public consciousness. CRAFT leadership qualities are creativity, resilience, agility, focus, and trust. Transforming challenges require self-aware leaders who are highly trained in the five CRAFT leadership qualities. CRAFT leadership, as a complex system-wide model, can make a significant contribution to this leadership development. These qualities help present and future professionals to become durable and high-quality.

Framework for methodical review of literature on leadership competencies

Cogent Business & Management

The purpose of this paper is to examine and discuss scholarly literature on leadership competencies (LCs) through a multi-dimensional framework. This research adopts qualitative research method using scholarly literature. An attempt is made to combine the outcomes of these literatures into a more integrative framework of competency studies, offering a suggestion for further research. The findings reveal that the literature on LCs can be categorised using structured framework for better understanding. The literature has been categorised in different perspectives-Leadership levels, Function specific, Job specific, Geography specific, Generic Competency Specific. This framework provides the basis for future research to test the efficacy of framework. The framework provided in this paper incorporates main findings of previous research and as such it may serve as a starting point of practitioners in planning of different extended research in each of the dimensions identified.

Leadership Competencies and Organizational Performance: Review and Proposed Framework

International Journal of Academic Research in Business and Social Sciences, 2017

Leadership competencies are the skills of a leader that contribute to superior performance. By developing leadership competencies, organisation can better identify and develop their next generation of leaders. Leadership competencies can be developed by mastering multiple intelligences which are essential to all leaders. In this paper the multiple intelligences is focusses on social intelligence, emotional intelligence, cognitive intelligence, interpersonal intelligence and intrapersonal intelligence. The study is significant to an individual who is a leader of an organization or anyone for improving the leadership skills by mastering multiple intelligences It will also give feedback to the top management of the organisation the extent of their awareness of the impacts of leadership competencies towards the organisational performance.

Competencies and Leadership Effectiveness: Which Skills Predict Effective Leadership?

Proceedings of the 10th European Conference on Management Leadership and Governance, 2014

This study explores the relationship between leadership effectiveness and generic and stable competencies. Task- related, people-related and self-related competencies were examined as predictors of leadership effectiveness as measured by four different criteria: group performance, leader effectiveness, leadership emergence and leadership self–efficacy. 134 top managers were evaluated by 2,482 subordinates after a four-month management simulation game. Task-related competencies were shown to be the best predictor of leadership effectiveness; they were a very strong predictor of leadership emergence, a strong predictor of leadership self–efficacy and perceived leadership effectiveness, medium strong predictor of group performance. People-related and self-related competencies weakly predicted leadership emergence. The results can be applied when selecting leaders for working groups that have short-term durations and do not require frequent personal contact.