Strategic leadership competencies: what is it and how to develop it?

Abstract

Purpose The purpose of this paper is to discuss the nature of strategic leader competencies and the learning methodologies that should be used to develop them. Design/methodology/approach A review of the literature on strategizing was done to formulate a model of strategic leadership competencies. This paper also draws from various work on learning to propose how strategic leadership competencies program should be designed. Findings The literature highlights the importance of incorporating deliberate practice, experience density, reflective learning and mentoring into strategic leadership development programs. Research limitations/implications This is a conceptual work that draws from secondary material. Further empirical examination can help validate the ideas proposed here. Practical implications This paper provides a better understanding of how developing strategic leadership competencies are distinct from other leadership programs. It also provides practitioners with an understanding on how to design their strategic leadership development programs. Originality/value This paper adds a new dimension to the discourse on strategic leadership development programs by bringing together learning theories from sports education and managerial learning.

El liderazgo estratégico, la negociación y su influencia sobre la percepción del prestigio en pequeñas empresas

“…Sin embargo, existe una diferencia entre los conceptos de liderazgo de supervisión y de liderazgo estratégico. En este sentido, el liderazgo de supervisión es aquel liderazgo que se ejerce dentro de las organizaciones, mientras que el liderazgo estratégico se refiere al que se desarrolla entre las organizaciones (Appiah-Adu & Bawumia, 2016; Boal & Hooijberg;2000;Crossan, Vera, & Nanjad, 2008;Norzailan, Othman, & Ishizaki, 2016).…”

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“…External layer displayed the mixture of previous experience and leadership characteristics which helps to predict the strategic role of leadership [18]. Inward layer demonstrated the strategic competencies of leaders such as Strategic thinking competencies, change management competencies, influence and persuasion competencies and talent development competencies [18]. Changing the habit and thinking the way of managers presented as developing strategies of leadership competencies also the viewpoint towards the firm's core system.…”

“…Changing the habit and thinking the way of managers presented as developing strategies of leadership competencies also the viewpoint towards the firm's core system. It is said that learning experiences are more accomplished way to change the behaviour & mind of mangers and to create new competencies rather than organizing formal training courses [18]. It requires some principles to develop the strategic leadership qualities such as deliberate practice (to do new things, make mistakes, learns from mistakes and repeat the work), experience density (provides them new challenges, tight deadlines and unique problem to see their management techniques), reflective learning (involving to rethink the same problem by using cause-effect model to find out the solutions) and mentoring (gaining the reflective learning under supervisor) [18].…”

“…Norzailan, Othman and Ishizaki explained two layers of Strategic leadership competency model. External layer displayed the mixture of previous experience and leadership characteristics which helps to predict the strategic role of leadership [18]. Inward layer demonstrated the strategic competencies of leaders such as Strategic thinking competencies, change management competencies, influence and persuasion competencies and talent development competencies [18].…”

Exploring community leadership development program alumni leadership experiences

“…Researchers have focused on education programs that build leadership skills (Mallon, 2017;Petrie, 2014;Porr, 2011;Russon & Reinelt, 2004) and the competencies of the participants (Apaliyah et al, 2012;Moldoveanu & Narayandas, 2019;Norzailan, Yusof, & Othman, 2016;Petrie, 2014), as well as community development programs and leadership development programs (Abravanel et al, 2010;Buck, 2003; "Community leadership programs: Empowering future leaders," n.d.; Fritsch et al, 2018;Galloway, 1997;Lamm et al, 2017). As Black and Earnest (2009) noted, there is a lack of research "evaluating the outcomes of leadership development programs" (p. 184).…”