A model of command, leadership and management competency in the British Royal Navy

Young, Mike; Dulewicz, Víctor

doi:10.1108/01437730510591770

Cited by 33 publications

(32 citation statements)

References 12 publications

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“…Interaction as a competence (Young and Dulewicz 2005) was strongly supported by our focus groups. In practice selection processes would benefit from inclusion of an interaction competence for leaders.…”

Section: Managerial Implicationsmentioning

confidence: 71%

“…Previous leadership research within the RN has been positivistic and deductive. For example, Young and Dulewicz (2005) used subjects' appraisal reports to correlate leadership traits with performance on career-leadership courses. Our contextual view offers an alternative and complementary strategy to such research.…”

Section: Methodology Focus Groupsmentioning

confidence: 99%

“…Appraisal reports were compared with competencies based on leadership and personality questionnaires. (Young and Dulewicz, 2005). Their survey of 271 individuals (with a 97% response rate) suggested four clusters of competencies.…”

Section: Interaction As a Competence In The Royal Navymentioning

confidence: 99%

“…This is based on Young and Dulewicz's framework of competencies, which is now integrated into Command, Leadership and Management (CLM) development across the RN (Young and Dulewicz, 2005. Their research used a sample of personnel on leadership courses.…”

Section: Interaction As a Competence In The Royal Navymentioning

confidence: 99%

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Leadership between decks

Offord

Gill

Kendal

2016

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach – The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesise and develop existing leadership theory strands as well as to extend the trait-process approach to leadership. Findings – The research discovers the key interaction behaviours of engagement, disengagement and levelling. Our findings support recent developments in follower-centric perceptions of leadership and in interaction specifically. The authors develop engagement theory by combining it with the less well researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Research limitations/implications – The research is highly contextual because of its qualitative approach. Some of the detailed reactions to leadership behaviours may not found in other naval or military teams and are unlikely to be generalisable to non-military environments. However, the mechanism described, that of engagement, disengagement and levelling is considered highly generalisable if not universal. Rather than develop new theory fragments in an already confusing research environment, the authors fuse engagement and resistance theory to extend trait-process theories of leadership. The result is a coherent and integrative model of leadership dynamics which frames leadership in the mundane interaction of leaders and followers. Practical implications – Interaction as a competence is strongly supported as is the encouragement of cultures which promote interaction. Selection procedures for future leaders should include interaction skills. The use of subtle methods of resistance are highlighted. Such methods may indicate poor interaction long before more overt forms of resistance are apparent. Social implications – The continual monitoring of leaders and implied ambivalence towards leadership could be critical to our understanding of leadership. A dynamic feedback circle between leaders and followers may be a more useful paradigm for the characterising of leadership throughout society. A better understanding of the power of followers to frame and re-frame leadership would help to manage the expectations of leaders. Originality/value – This research uniquely uses Grounded Theory to extend current theories (competence based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesises and develops engagement and levelling (resistance to leadership) theories for the first time. As such the project suggests a full range model of follower response to leadership including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader-follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.

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Section: Managerial Implicationsmentioning

confidence: 71%

Section: Methodology Focus Groupsmentioning

confidence: 99%

Section: Interaction As a Competence In The Royal Navymentioning

confidence: 99%

Section: Interaction As a Competence In The Royal Navymentioning

confidence: 99%

See 2 more Smart Citations

Leadership between decks

Offord

Gill

Kendal

2016

Leadership &Amp; Organization Development Journal

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“…The first phase of this study (Young and Dulewicz, 2005) found that across the chain of command, regardless of rank, superior performers reported competencies which allow them to conceptualize, align, interact and create success, thus giving them the necessary (Boyatzis,p. 192) characteristics to command, lead and manage effectively.…”

Section: Introductionmentioning

confidence: 99%

Leadership Styles, Change Context and Leader Performance in the Royal Navy

Young

Dulewicz

2006

Journal of Change Management

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This paper presents the findings from a major study (Young, 2005a, Command, Leadership and Management Competencies predicting Superior Performance in the Royal Navy. Unpublished Doctoral Thesis: Henley Management College) into the competencies predicting superior performance in the Royal Navy (RN) and focuses on measures of leadership style and degree of change faced by the organization, as identified by the Leadership Dimensions Questionnaire (LDQ). The LDQ Model proposes that one of three leadership styles is appropriate for a specific degree of change faced within an organization. The results (from a sample of 261 Officers and Ratings) showed those individuals whose leadership styles were highly fitted, according to the Dulewicz and Higgs (2003, 'Design of a new instrument to assess Leadership Dimensions and Styles' Henley Working Paper Series HWP 0311) model, to the organizational context of change were rated significantly higher performers than those clearly not fitted. There was a significant preference for goal-oriented leadership among Officers and the LDQ measure of self-rated performance showed that those individuals with more accurate self-awareness of their own performance were also more likely to adopt a more suitable leadership style for the given organizational context of change.

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