Competencies which shape leadership

Abstract

Purpose -The purpose of this paper is to analyse three dimensions of leadership behaviour in professional environments by disclosing the specific competency profile developed by those who actually lead in work organizations. Design/methodology/approach -Using data from a graduate survey oriented to provide evidence on the transition from higher education to labour market, a structural equations model (SEM) is specified and estimated to explain leadership behaviour at work in terms of the competency profile developed by individuals and its determinants. The competency profile behind leadership behaviour is the combination of two elements: the competency accumulated through professional experience and the competency profile of individuals five years before, which was partially a result of higher education. The relationships are tested on two subsamples of graduates from engineering and business/economics fields, and on a sample of graduates from all study fields. Findings -Estimates show evidence of significant direct and indirect effects of a specific competency profile on three connected dimensions of leadership behaviour at work: tasks, relations and change. The results show direct effects of competency profiles at the time of graduation on competency profiles five years later, and of specific higher education ways of teaching and learning on competency profiles at the time of graduation. The effects are also significant by field of study with slight differences on estimates size and on the composition of effects. Originality/value -The analysis brings together leadership behaviour, competency development and education production literatures to help scholars and managers to better understand the relationships between the process of competency development and individual leadership behaviour in working environments.

Examining the role of key competences in firm performance

“…Several recent studies have stressed out that measuring mismatch – its nature, its extent and its implications for efficiency, inequality and welfare – is the focus of a growing body of literature in structural labor economics (Postel-Vinay and Lise, 2015; Postel-Vinay and Lindenlaub, 2017; Fredriksson et al , 2018). While there are several research studies that assess the impact of competence development, competence requirement or competence mismatch to individual labor market outcomes (Heijke et al , 2003; Leoni, 2012; Delia Davila Quintana et al , 2014; Postel-Vinay and Lise, 2015; McGowan and Andrews, 2015), research on the effects of competence mismatch firm performance have not yet been fully integrated into firm performance models (Semeijn et al , 2005) and mostly relies on individually collected data sets (as case studies). In fact, Quintini (2011) argues that very few databases contain detailed information on the competences possessed by workers and those required by their jobs, and those that do often cover only literacy and numeracy.…”

Lessons from the Major Leadership Theories in Comparison to the Competency Theory for Leadership Practice

“…The strength of the competency concept includes the idea that leadership capabilities can be learned, developed, coached, and trained beside experience (Dinh et al, 2014;Lussier&Achua, 2016;Yammarino, 2013). Education also enhances leadership competencies (Delia Davila Quintana, Ruiz, & Vila, 2014). Individuals can identify their developmental needs which indirectly lead to the success of the organization they work in (Delia Davila Quintana et al, 2014James, 2011.…”

“…Education also enhances leadership competencies (Delia Davila Quintana, Ruiz, & Vila, 2014). Individuals can identify their developmental needs which indirectly lead to the success of the organization they work in (Delia Davila Quintana et al, 2014James, 2011. Northouse (2013) asserts that the competencies approach will be used in the future leadership development.…”

Managerial Competencies and Innovations in the Company – The Case of Enterprises in Poland

“…Managerial competency has been studied from many perspectives in academic research, including: the impact of competency-based methodologies on HRD (Rothwell, Lindholm 1999); the role which competencies play in education and training field (Camuffo, Gerli 2004;Hansson 2001;Kersh Evans 2005;Tovey 2006); individual and contextual factors influence competency levels (Wickramasinghe, De Zoyza 2008;Agut et al 2003); the competency approach to study entrepreneurial and leadership characteristics (Wickramaratne et al 2014;Jena, Sahoo 2014;Quintana et al 2014;Jantti, Greenhalgh 2012;Man et al 2002;Schmitt-Rodermund 2004); the specific character of managerial competencies depending on the type of company, industry or market which the company operates in. (Cappellen, Janssens 2008;Suh et al 2012;Trivellas, Drimoussis 2013;Chong 2013;Kożuch, Szczepańska-Woszczyna 2014;Vila et al 2014), evaluation of behavior, skills and commitment of managers (Moradi et al 2011).…”