Much has been written about leadership, leadership competencies, and what it takes to be a great leader. Do an internet search for “leadership competencies” and you will find countless lists, such as “The 5 Most Important Competencies” “Top 10 Leadership Competencies”, “3 Most Impactful Leadership Competencies”, “How to Develop Google’s Top 7 Leadership Competencies”, etc., etc.
There is no standard, correct list. In each organization, the competencies of effective leaders vary with the industry, business and governmental environment, business strategy and goals, mission and culture. So there is no standard, off-the-shelf competency model for leaders.
Still, it might be of interest to students of leadership to see one more list of leadership competencies, one based on Workitect’s experience in building models for leaders at all multiple levels in multiple organizations. Our model example includes competencies that have been identified most frequently in models we have built. This is the model, with competencies drawn for the thirty-five competencies in our competency dictionary.
Leading Others Cluster
Demonstrating support for innovation and for organizational changes needed to improve the organization’s effectiveness; supporting, initiating, sponsoring, and implementing organizational change; helping others to successfully manage organizational change.
Willingness to delegate responsibility and to work with others and coach them to develop their capabilities.
Communicating and Influencing Cluster
The ability to notice, interpret, and anticipate others’ concerns and feelings, and to communicate this awareness empathetically to others.
The ability to gain others’ support for ideas, proposals, projects, and solutions.
Preventing and Solving Problems Cluster
Finding effective solutions by taking a holistic, abstract or theoretical perspective.
Analyzing an organization’s competitive position and developing a clear and compelling vision of what the organization needs for success in the future.
Achieving Results Cluster
Developing, sponsoring or supporting the introduction of new and improved method, products, procedures, or technologies.
Focusing on the desired end result of one’s own or one’s units work; setting challenging goals, focusing effort on the goals, and meeting or exceeding them.
SELF MANAGEMENT (PERSONAL ATTRIBUTES)
Demonstrated concern that one be perceived as responsible, reliable, and trustworthy.
Faith in one’s own ideas and ability to be successful; willingness to take an independent position in the face of opposition.
Ability to perform with insight, acuteness, and intelligence in the areas of commerce and/or industry. Make decisions and act in situations in whicre is not enough information to be certain of outcome or implications of the decision.
The ability to recognize and address issues that are outside our national perspective.Issues are viewed without any pre-set biases or limitations. Being objective, utilizing a broad framework in making judgments in domestic and international activities. Ability to see the “big picture”.
EXAMPLE OF A LEADERSHIP COMPETENCIES BY LEVELS
Many leadership competencies can be observed and developed in lower levels of managers. Having competencies and their behavioral indicators described by level of job role and level of proficiency can be particularly helpful when the models applied to succession planning. Example: BUILDING COLLABORATIVE RELATIONSHIPS competency
A leadership competency model developed for senior management can include the identification of two to six leadership competencies that employees need to demonstrate in order for the organization to achieve its objectives and mission. These “core”competencies help answer the question of “what kind of company do you want our company to be?” Customer Orientation is an example for some organizations. The competencies are then included in the job competency models for all positions in the organization.
Identifying the leadership competencies for an organization serves no purpose unless the competencies are applied to processes for selecting, developing, and retaining talent.