1. Leadership Competencies
Prof. Subas KC/2018

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

3. 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

4. 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

5. 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

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

7. 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

8. 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

9. 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

10. 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

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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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