Leadership Competency Models

Leadership competencies: An exploratory study of what is important now and what has changed since the terrorist attacks of 9/11

“…Leadership competency models can be beneficial to organizations because they condense a wealth of experiences and insights of successful managers into a few comprehensive competencies that help guide others towards effectiveness (Silzer, as cited in Hollenbeck et al, 2006). Moreover, Silzer believes that competency models address effective leader behaviors, provide tools for self-improvement, distinguish between average and superior performers, and provide a model of leadership development across various positions and situations.…”

“…Competencies are defined as a "description of measurable work habits and personal skills used to achieve a work objective" (Green, 1999, p. 5), and competency modeling is a method to describe necessary and desired behavior for those in organizations (Lucia & Lepsinger, 1999). Competency modeling helps to identify the essential knowledge, skills, and abilities that would likely increase an individual's effectiveness in a range of leadership positions (Hollenbeck, McCall, & Silzer, 2006). Though the debate continues as to the usefulness and validity of competency modeling (Hollenbeck & McCall, as cited in Hollenbeck et al, 2006;Vaill, 1989), gaining an understanding of what leadership competencies are most important for success is assumed to have a positive organizational impact; is essential to selecting, training, and developing effective managers; and can increase effectiveness in a range of managerial and leadership positions (Silzer, as cited in Hollenbeck et al, 2006).…”

“…Competency modeling helps to identify the essential knowledge, skills, and abilities that would likely increase an individual's effectiveness in a range of leadership positions (Hollenbeck, McCall, & Silzer, 2006). Though the debate continues as to the usefulness and validity of competency modeling (Hollenbeck & McCall, as cited in Hollenbeck et al, 2006;Vaill, 1989), gaining an understanding of what leadership competencies are most important for success is assumed to have a positive organizational impact; is essential to selecting, training, and developing effective managers; and can increase effectiveness in a range of managerial and leadership positions (Silzer, as cited in Hollenbeck et al, 2006). Not only is it important for managers to recognize which leadership competencies are important across different levels and types of organizations, managers must also recognize whether competencies thought to be important or relevant in the past are still important today.…”

The Common Language of Leadership

“…Th e positive aspects of using competency models are that the models (a) off er a common language for leadership development (Bolden & Gosling, 2006;Conger & Ready, 2004), (b) can serve as a tool for leadership development (Spendlove, 2007) and behavioral benchmarking (McDaniel, 2002), (c) can help organizations set clear expectations and train others to reach them (Conger & Ready, 2004;Hollenbeck, McCall, & Silzer, 2006), and (d) can increase leadership skills in an organization (Silzer & Douma, 1998, as cited in Hollenbeck, McCall, & Silzer, 2006. But there are drawbacks to using competency models as well: (a) the models may not take into account situations (Bolden & Gosling, 2006), (b) there are too many competencies to master (Conger & Ready, 2004) but not enough to cover the complexity of leadership (Hollenbeck et al, 2006), (c) there may be contradictions between competencies-engaging in one may mean not engaging in another (Conger & Ready, 2004), (d) competency development uses a deficit-modelfocusing on what needs to be improved (Bolden & Gosling, 2006), and (e) competencies are often leader centric and do not take followers into account. mastery for success in a professional fi eld or organization.…”

Competencies which shape leadership

“…Competencies which shape leadership attitudes and experiences of actual leaders, producing evidence about the individual capabilities required to become a leader at work (Hollenbeck et al, 2006). Competency models, however, do not offer conclusions and implications for effective leadership development; rather, these models are attempts to learn from the experiences of actual leaders that establish a guiding framework for leadership development to individuals, organizations and society as a whole.…”