Using Leadership Competencies to Develop Talents into Strengths

Seemiller, Corey

doi:10.1002/yd.20269

Cited by 3 publications

(4 citation statements)

References 15 publications

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“…While leadership education can be comprised of a variety of approaches, from teaching theories and concepts to extracting leadership lessons from classic literature and philosophers, one approach involves focusing on leadership competency development (Seemiller, 2013a).…”

Section: Leadership Competency Development Leadershipmentioning

confidence: 99%

“…Competencies included attention, meaning, trust, and self (Bennis, 1984). In addition, a study by Seemiller (2013a) found that all 97 higher education academic accrediting agencies in the U.S. representing disciplines from education and aviation to engineering to business required students to possess at least one leadership competency by graduation, with the most prevalent being verbal communication. Seemiller (2013a) also found that 30 percent of all academic accrediting organizations included a leadership competency in at least half of their learning outcomes, and in 41 percent of all organizations, the general competency of "leadership" was required.…”

Section: Leadership Competency Development Leadershipmentioning

confidence: 99%

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Creating a Taxonomy of Leadership Competency Development

Seemiller¹,

Whitney²

2020

Journal of Leadership Education

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This study used the Delphi technique with 31 seasoned leadership educators who, over the course of two rounds, were tasked to categorize the level of complexity of 60 leadership competencies. What resulted was a five-tier taxonomy based on the level of complexity of each of the 60 competencies assessed. The taxonomy also includes four categorical clusters of similar competencies and three domain levels of instructional design.A description of the Delphi technique, results of the study, the taxonomy model, and methods for employing the model are described.

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Section: Leadership Competency Development Leadershipmentioning

confidence: 99%

Section: Leadership Competency Development Leadershipmentioning

confidence: 99%

Creating a Taxonomy of Leadership Competency Development

Seemiller¹,

Whitney²

2020

Journal of Leadership Education

Self Cite

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“…Employing a competency-based approach to management enables firms find and develop future leaders (Kim et al, 2020;Mirhosseini et al, 2020). An emphasis on improving management skills and leadership abilities encourages better leadership (Lewis, 2016;Seemiller, 2017). Human resources professionals should take a leader's expertise into account when making selections and planning for their development and contrast it with those who require further development to succeed in a management capacity (Salvage et al, 2019;Wiewiora & Kowalkiewicz, 2019).…”

Section: Discussionmentioning

confidence: 99%

The Impact of Talent Management Practices on Employee Performance: Leadership Competencies as a Mediator

Alhammadi,

Romle

2023

J. Professional Business Review

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Purpose: This research aims to fill some of the knowledge gaps in employee performance in the UAE through the direct impact of realistic job previews, performance-based compensation, perceived organizational support, mentoring, training and development on employee performance, and an indirect impact through the mediating effect of leadership competencies. By providing resource-based view (RBV) theory, this research aims to add to the body of knowledge and empirical data by explaining how employee performance in government organizations in the UAE may evolve. Theoretical framework: Talent management practices are applied by leadership competencies if each employee inevitably plays his or her overall function in the performance of the organization (Wassem et al., 2019). It is important to look at how much talent management practises have enhanced employee performance since leadership competence has an effect on them. Design/Methodology/Approach: In this study, a cross-sectional design was appropriate. Moreover, 280 employees from Government Housing Programs Departments in United Arab Emirates were given questionnaires. The research found a significant impact of talent management practices on employee performance. Findings: the results demonstrated the function of leadership competencies as a mediator between talent management practices and employee performance. The current research also highlighted the research's implications, recommendations for future research, and limitations. Research, Practical & Social implications: One of the study's limitations is that it relies on a cross-sectional design; leadership competencies and employee performance are often time-consuming processes that may benefit from a longitudinal study. In addition, adopting quota sampling impacts the usable conclusion; the subsequent research may enhance the sample technique and be based on the effect of the described further circumstances. Originality/Value: in its specific focus on the impact of talent management practices on employee performance, its exploration of an emerging field within HR management, its holistic examination of the talent management process, its potential to establish causal relationships, its practical implications for organizations, its guidance for HR strategies, its value for HR practitioners, and its contribution to the academic literature. These elements collectively emphasize the significance of the study in advancing understanding and practices in talent management and organizational performance.

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“…Therefore, leadership educators might design programs and course with intentionality (Jenkins & Allen, 2017); this is focusing the internship on developing a specific grouping of leadership competencies. Doing so might allow students to capitalize on their leadership strengths and further enhance the pedagogical value of the internship (Croft & Seemiller, 2017;Seemiller, 2017). leadership as an ongoing learning process (Komives et al, 2005).…”

Section: Methodsmentioning

confidence: 99%

INVESTING IN CRITICAL LEADERSHIP DEVELOPMENT WITH UNDERGRADUATE STUDENTS: A qualitative examination of a semester-long internship

Katsioloudes¹,

Cannonier²

2019

Journal of Leadership Education

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The study explored the experiences of undergraduate students during a semester-long, leadership development internship course offered at a large research university in the southern United States. The researchers employed qualitative content analysis to examine sixty-five student internship portfolios and identify the leadership capabilities that students applied and/or developed as part of the internship. Students identified self-awareness, growth, project planning, team management, and adversity management as the main leadership capabilities used during their internship experience. Results also indicated that students expanded their concept of leadership and built leadership self-efficacy. The study provides preliminary support for including a leadership internship within the curriculum to support student leadership development.

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Using Leadership Competencies to Develop Talents into Strengths

Abstract: This chapter describes how to use a leadership competency approach to help students develop their five signature themes from the Clifton StrengthsFinder assessment into strengths.

Cited by 3 publications

References 15 publications

Creating a Taxonomy of Leadership Competency Development

Creating a Taxonomy of Leadership Competency Development

The Impact of Talent Management Practices on Employee Performance: Leadership Competencies as a Mediator

INVESTING IN CRITICAL LEADERSHIP DEVELOPMENT WITH UNDERGRADUATE STUDENTS: A qualitative examination of a semester-long internship

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