Leadership Competencies Prof. Subas KC/2018

Overview On leadership and competency Leadership competencies Positive leadership actions for change Effective leadership practices Why followers perform poorly Prof. Subas KC/2018

Leaderships: Some General Propositions Leadership transcendence and indispensability – universal interests and practice Leadership importance (attribution of causality) – a positive difference factor, a determinant of effects and effectiveness Leadership irrelevance (environmental and organizational substitutability) - deficit and derailment Leadership making – antecedents and determinants (personal to group to situational factors and development processes) Prof. Subas KC/2018

Leaderships: General Misconceptions Readily identified with political domain, not associated with other segments Personal, rather than role or process, orientation in conceptualization More focus on leader than on leadership High attribution of causality to both achievements and failures Legitimate power holder, commander, care taker - above others Discretionary resource distributor – fair to seek and distribute favor Prof. Subas KC/2018

Leaderships: General Misconceptions Expectation of personal loyalty/service and ready willingness to give Preferred and practiced behaviors of continuity than change Expected and practiced personalization of legacy than institutionalization of systems Right to rule and access to privileges Preference for compliance than commitment but not challenge Beyond development – not a process of learning and developing Prof. Subas KC/2018

Leaderships: General Misconceptions Leader = leadership Positionship = leadership Headship = leadership Prof. Subas KC/2018

Leadership Conceptualizations Influencing and inspiring people around common goals Interpersonal process – INTERPERSONAL HOW Leadership IN team/organization Structuring the context and guiding people to realize the common goals Instrumental process – ORGANIZATIONAL WHAT Leadership OF team/organization Making positive difference and transformation through serving Prof. Subas KC/2018

An Integrative Model The Interpersonal How Forceful leadership (exercising power and authority to push for performance) Enabling leadership (creating conditions to be influential and contribute) The Organizational What Strategic leadership (positioning the organization to be competitive in the future) Operational leadership (driving the organization to get results in the near term) Prof. Subas KC/2018

Competency The combination of observable and measurable knowledge, skills, abilities and personal attributes in relation to a situation for successful performance Prof. Subas KC/2018

Leadership Competencies Specific aptitude, ability or knowledge as well as more generalized intelligence and understanding that is associated with effective outcomes of leaders actions Various competences identified as factors associated with leadership emergence and effectiveness Prof. Subas KC/2018

General Leadership Competence Model Theorization by Katz (1955) Technical skills Conceptual skills Human skills Prof. Subas KC/2018

General Leadership Competence Model Technical skills – working with things Specific task related knowledge and abilities including contextual understanding necessary for directing and monitoring tasks of followers More important to lower and middle level leader managers Prof. Subas KC/2018

General Leadership Competence Model Conceptual skills – working with ideas Cognitive intelligence to perceive, possess, process and put to use information for understanding and solving problems, developing models for interpretations, and planning and conceptualization More important to higher level leader managers Prof. Subas KC/2018

General Leadership Competence Model Human skills – working with people Interpersonal understanding and abilities to relate to, influence and deal with people and their needs Important across all levels Prof. Subas KC/2018

Comprehensive Leadership Competency Model Research on developing leadership capability and performance model A comprehensive study in early 1990’s sponsored by US Army and Defense Department Identification of underlying elements of leadership performance Mumford et al’s (2000) model based on the research findings Prof. Subas KC/2018

Comprehensive Leadership Competency Model Individual attributes Skills and Abilities Leadership outcomes General intelligence Crystallized intelligence Emotional intelligence Motivation Personality Prudence Courage and conviction Task skills and abilities Interpersonal skills and abilities Strategic skills and abilities Development Skills and Abilities Leadership effectiveness Leadership emergence Career experiences Environmental influences Prof. Subas KC/2018

Individual Attributes General intelligence (cognitive ability) Perceptual processing, reasoning skills, creative/divergent thinking ability, and memory skills Fluid intelligence that usually grows and expands up through early adulthood Meta-analytical result: .5 correlation with leadership More likely to result in task competence and success in leading across a wide range of situations More important for success at lower management level Prof. Subas KC/2018

Individual Attributes Crystalized intelligence Intellectual ability learned or acquired over time through experience Comprehending and analyzing complex information, learning skills More important for success at higher management level Emotional intelligence Behavioral ability to communicate at the emotional level, understand emotions and emotional situations, and be in tune with own emotions. Prof. Subas KC/2018

Individual Attributes Motivation Willingness to lead, take responsibility and add value - tackle complex organizational problems, exert influence, commitment to the social good, and desire to serve and make difference in the life of other peoples Personality Openness, tolerance for ambiguity, confidence, adaptability Prof. Subas KC/2018

Individual Attributes Prudence Wisdom to see others’ perspectives and to be open to considering others’ points of view Courage and moral conviction Preparedness to take calculated risks, stand up for what one believes, and do the right thing, moral strength and stamina Prof. Subas KC/2018

Tasks Skills and Abilities Problem solving/ decision making skills Analytical and creative ability to define and understand complex problems and construct solutions relative to the nature of the context Domain knowledge, information and experience Job, organization, profession, context Technical/ professional expertise and experience Prof. Subas KC/2018

Interpersonal Skills and Abilities Social skills Ability to understand and work with people and social systems to solve problems Perspective taking or social intelligence - ability to understand a situation from other persons’ perspective and selecting an appropriate response Social perceptiveness – ability to have insight and awareness into how others function Behavioral flexibility – ability to change and adapt one’s behavior in light of others’ perspective Social performance – ability to communicate, convince, inspire, relate, handling conflicts, care, trust and consider others, empathize Prof. Subas KC/2018

Strategic Skills and Abilities Comprehending ability (diagnosis and prognosis) See into the future, analyze and make sense of the emerging context and needs Shared visioning Create a compelling/ attractive vision and onboard the team members Articulation and agenda making Identify, define and articulate substantive issues facing the organization Strategizing Craft strategies or responses to position the organization for sustenance and/or growth Prof. Subas KC/2018

Development Skills and Abilities Development diagnosis Identify and support the development needs of team members Empowering and enabling Guide, coach, mentor, utilize, reward, reinforce, inspire, and transform Prof. Subas KC/2018

Effective Leadership Practices Participatory goal setting Sharing/ consulting ideas Trusting and maintaining relationship Communicating and guiding Appreciating and rewarding for achievement and efforts Encouraging, motivating and energising people Prof. Subas KC/2018

Effective Leadership Practices Enabling people to perform and insulating from threats Developing and supporting people Assessing people and giving feedback Taking risks, experimenting and moving Showing concerns for problems, persons and performance Providing a positive role model Prof. Subas KC/2018

Followers' Expectations of their Leaders " One of us" " Most of us" " Best of us" Being led in the right direction Being told where they are going and why Being told where they stand, what's going to happen, what's there in it for me Made to feel worthwhile Prof. Subas KC/2018

Why Followers Perform Poorly? Don't know what they are supposed to do, how and why Think your way will not work Think their way is better Think something else is more important Think there will not be positive consequence for doing it Think they are doing it Think they can be rewarded for not doing it Explain tasks to them Convince them Consult, discuss Clarify your priorities Reward positively Give feedback. Link rewards to success Prof. Subas KC/2018

Why Followers Perform Poorly? Think they are punished for doing what they are supposed to do Think there will be no negative consequence for poor performance Have obstacles beyond their control Have personal limits preventing them from operating Have personal problems Think no one can do it Reward performance. Discipline consistent poor performers Remove obstacles Provide support Listen and help. Convince, demonstrate Prof. Subas KC/2018

Positive Leadership Actions for Change Continuously scan the environment Diagnose issues and problems and opportunities Create change management structure Develop change targets Celebrate success Recognize and reward achievements Make people visible Prof. Subas KC/2018

Positive Leadership Actions for Change Change from within Influence through positive role model Find time to think and reflect Develop positive psychological states Create and communicate vision Be proactive and take action Be guided by values Prof. Subas KC/2018