Evaluation of Convergence Within a Multidimensional Model of Leadership Development and Contemporary Leadership Competency Models

2008 ◽  
Author(s):  
Lee W. Bewley
Keyword(s):  
Leadership Development ◽  
Multidimensional Model ◽  
Leadership Competency ◽  
Competency Models

scholarly journals Identification and Development of Key Talents through Competency Modelling in Agriculture Companies

2016 ◽  
Vol 64 (4) ◽  
pp. 1409-1419 ◽  
Author(s):  
Lucie Vnoučková ◽  
Hana Urbancová ◽  
Helena Smolová
Keyword(s):  
Leadership Development ◽  
Team Development ◽  
Management Support ◽  
Key Factors ◽  
Strategic Development ◽  
Primary Sector ◽  
Five Factors ◽  
Competency Models ◽  
Inclusive Approach ◽  
The Given

The necessity of identification of key talents in company is known in all sectors of economy. Therefore the aim of the paper is based on competency analysis to define key factors leading to talent identification and internalization through competency modelling. Paper characterizes areas of necessary competencies on specific job positions in companies. Their targeting on employee and teams in talent management is revealed. The objective is based on analysis of primary survey conducted on 101 agriculture companies. The data were obtained through manager surveys for which a single manager represented the given company. One-dimensional and multi-dimensional statistics were used to evaluate the data. Based on statistical analyses of required competencies five factors characterizing area of key employee and team development were identified. Those factors are inclusive approach, management support, strategic development, leadership development and integrity. The resultant factors create competency models usable in specified job positions. Limits of the paper is narrow focus on primary sector companies. The results may help surveyed companies in primary sector to set required and necessary competencies for specific areas to identify and develop employees, talents and teams.

Strategic Leadership Competency Development

2017 ◽  
pp. 1495-1520
Author(s):  
Paul G. Putman
Keyword(s):  
Leadership Competencies ◽  
Learning Theories ◽  
Future Research ◽  
Leadership Roles ◽  
Competency Development ◽  
Leadership Competency ◽  
Innovative Leadership ◽  
Broad Concept ◽  
Competency Models ◽  
Development Approach

Breaking down the broad concept of leadership into competencies can facilitate leaders becoming self-aware of education or development needs to increase their performance. Leadership competencies can be viewed in terms of workplace success as skills that can be developed (Lombardo & Eichinger, 2002; Northouse, 2015). Competencies help organizations set clear expectations about the types of behaviors, capabilities, mind-sets, and values that are important to those in leadership roles” (Conger and Ready, 2004, p. 43). This chapter provides an overview and introduction to competency models. It includes a description of adult learning theories applicable for competency development and effective andragogy (adult education). Included are criticisms regarding leadership competency models. The chapter also includes an example of an innovative leadership competency development approach. The chapter will close with a discussion and recommendations for future research.

Incorporating medical leadership into undergraduate curricula: a proposal for a spiral curriculum

2019 ◽  
Vol 32 (3) ◽  
pp. 435-444 ◽  
Author(s):  
Ross I. Lamont ◽  
Ann L.N. Chapman
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Learning Opportunities ◽  
Competency Framework ◽  
Medical Council ◽  
Undergraduate Level ◽  
Content Type ◽  
Leadership Competency ◽  
Spiral Curriculum ◽  
Medical Leadership

Purpose There is increasing recognition of the importance of incorporating medical leadership training into undergraduate medical curricula and this is now advocated by the General Medical Council (GMC) and supported through the development of the Undergraduate Medical Leadership Competency Framework (MLCF). However to date, few medical schools have done so in a systematic way and training/experience in medical leadership at undergraduate level is sporadic and often based on local enthusiasm. The purpose of this paper is to outline a theoretical curriculum to stimulate and support medical leadership development at undergraduate level. Design/methodology/approach This study describes a theoretical framework for incorporation of medical leadership training into undergraduate curricula using a spiral curriculum approach, linked to competences outlined in the Undergraduate Medical Leadership Competency Framework. The curriculum includes core training in medical leadership for all students within each year group with additional tiers of learning for students with a particular interest. Findings This curriculum includes theoretical and practical learning opportunities and it is designed to be deliverable within the existing teaching and National Health Service (NHS) structures. The engagement with local NHS organisations offers opportunities to broaden the university teaching faculty and also to streamline medical leadership development across undergraduate and postgraduate medical education. Originality/value This theoretical curriculum is generic and therefore adaptable to a variety of undergraduate medical courses. The combination of theoretical and practical learning opportunities within a leadership spiral curriculum is a novel and systematic approach to undergraduate medical leadership development.

scholarly journals Leadership Competency in Virtual Teams

2011 ◽  
pp. 1195-1202 ◽  
Author(s):  
Deborah Petska ◽  
Zane Berge
Keyword(s):  
Virtual Teams ◽  
Core Competency ◽  
Leadership Competencies ◽  
Global Market ◽  
Organizational Goals ◽  
Leadership Competency ◽  
Face To Face ◽  
Travel Costs ◽  
Geographically Dispersed ◽  
Competency Models

As organizations race to increase their global market share, traditional face-to-face teams are evolving into virtual teams. Aided by swift advances in communication technology, virtual teams allow organizations to pool the intellectual resources of geographically dispersed experts from multiple fields to achieve organizational goals and advance the corporate mission. Virtual teams benefit organizations by saving travel costs and time lost away from work. Although similar to traditional teams in many ways, the virtual team’s dispersed nature necessitates different leadership competencies, the use of multiple communication media, and more structure and guidelines (Stone & Thach, 1999). With a growing number of organizations now relying on virtual teams to perform work, there is also increased recognition that strong leadership is critical to the successful functioning of virtual teams. However, the additional component of technology used by virtual teams is sometimes overlooked when organizations develop their core competency models.

Leadership Convergence and Divergence in the Era of Globalization

2017 ◽  
pp. 286-309
Author(s):  
Shinhee Jeong ◽  
Doo Hun Lim ◽  
Sunyoung Park
Keyword(s):  
Effective Leadership ◽  
Leadership Behaviors ◽  
Global Leadership ◽  
Future Research ◽  
Leadership Competency ◽  
Competency Models ◽  
Future Research Directions ◽  
Convergence And Divergence ◽  
Definition Of ◽  
Practical Implications

To sustain or enhance corporate competitiveness in the 21st century, it is important for organizations to comprehensively understand the influences of globalization on their businesses. The purpose of this study is to review and analyze existing literature about globalization trends and their impact on leadership, and to integrate major themes to present what constitutes effective leadership behaviors emerging as convergent and universal, or divergent and contingent. This chapter provides an overview of global convergence, divergence, and crossvergence in Human Resource practice and leadership. It also suggests a definition of global leadership and reviews global leadership competency models in the current literature. Utilizing content analysis, this chapter analyzes the existing literature and presents emerging themes for effective leadership behaviors that include universal and converging, and contingent and diverging. Finally, future research directions as well as practical implications are presented.

Leadership Competency Models: Roadmaps to Success

2002 ◽  
Vol 6 (1) ◽  
pp. 42-45 ◽  
Author(s):  
Allison Philpot ◽  
Rob Devitt ◽  
Jane Parr ◽  
Barbara Nixon
Keyword(s):  
Leadership Competency ◽  
Competency Models

scholarly journals Training Needs Assessment for Leaders in Nursing Based on Comparison of Competency Models

Organizacija ◽  
2014 ◽  
Vol 47 (1) ◽  
pp. 66-75 ◽  
Author(s):  
Andreja Kvas ◽  
Janko Seljak ◽  
Janez Stare
Keyword(s):  
Health Care ◽  
Formal Education ◽  
Survey Design ◽  
Training Needs ◽  
Nurse Leaders ◽  
Leadership Competency ◽  
The Third ◽  
Training Needs Assessment ◽  
Competency Models ◽  
Training Programmes

Abstract Background and Purpose: The main purpose behind the formation of leadership competency models must be the improvement of leadership. A competency model should serve as one of the tools for selecting the most suitable leaders, appraising their work, assessing training needs and preparing programmes of functional and formal education. The objective of this research is to assess the training needs of leaders in health care. A comparison of leadership competency models between different professional groups should serve as one of the tools with which to assess the training needs of various levels of leaders. Design/Methodology/Approach: A descriptive study using a survey design was conducted on 141 nurse leaders in Slovenia. Respondents indicated to what extent each of 95 different behaviours was characteristic of a person at their leadership level. Results: The most important competence dimensions (groups of behaviours) for leaders in health care are (1) at the first - top leadership level: strategic thinking, openness to change and responsibility; (2) for leaders at the second - middle leadership level: relations with co-workers, animation, resistance to stress; and (3) for leaders at the third leadership level: realisation skills, execution of procedures, communication. Training needs assessments were done for three leadership levels in nursing care. Conclusions: The greatest need for training of nurse leaders can be observed at the third leadership level. Special training programmes should be organised in the competency areas of realisation skills, execution of procedures, communication, education and ethics

Leadership Competency Models within the Educational Setting

2019 ◽  
Author(s):  
Eva Sollárová ◽  
Vladimír Poliach ◽  
Lucia Pašková ◽  
Zuzana Heinzová ◽  
Beata Žitniaková-Gurgová
Keyword(s):  
Educational Setting ◽  
Leadership Competency ◽  
Competency Models

Global Leadership: A Developmental Shift for Everyone

2012 ◽  
Vol 5 (2) ◽  
pp. 196-215 ◽  
Author(s):  
Katherine Holt ◽  
Kyoko Seki
Keyword(s):  
Cultural Differences ◽  
Human Experience ◽  
Global Leadership ◽  
Leadership Competency ◽  
Developmental Shift ◽  
The World ◽  
Competency Models ◽  
Multicultural Effectiveness

Global leaders operate in a context of multicultural, paradoxical complexity in the world—a context that most leaders find themselves facing today. We argue that 4 developmental shifts are required to be effective in this context: developing multicultural effectiveness, becoming adept at managing paradoxes, cultivating the “being” dimension of human experience, and appreciating individual uniqueness in the context of cultural differences. Challenges for industrial–organizational (I–O) psychology are identified in each area. The article concludes by inviting I–O psychologists to integrate competing frameworks, explore related disciplines, revamp leadership competency models, create new tools and frameworks for developing global leaders, and step up to become global leaders ourselves.

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