Leadership competencies

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Leadership competencies

  1. 1. Leadership Competencies<br />Presented by :<br />JONNALYN M. SANCHEZ<br />MAEd in Educational Management<br />
  2. 2. Competencies<br />Related to abilities<br />Able to do or a special talent<br />It can be a state or quality of well being well qualified to perform a task<br />
  3. 3. Common Elements of Competency<br />The Competency is an observable and measurable knowledge and skills<br />The knowledge and skills must distinguish between superior performers and other performers.<br />
  4. 4. Use of Competencies<br />An alternative for replacement of intelligence test with criterion reference testing<br />
  5. 5. Behavioural Indicators of Decision Making<br />Dealing with difficult decisions<br /><ul><li>Able to connect information together in order to diagnose problem.
  6. 6. Determine root cause to fully resolve issue
  7. 7. Sensitive to the needs of others when dealing with divisive issue</li></li></ul><li>Behavioural Indicators of Decision Making<br />2. Commits to a course of Action<br /><ul><li>Can make decisions quickly when necessary.
  8. 8. Seek the correct answer and understands impact that decision could have on other organization issue</li></li></ul><li>Ineffective Indicators of Decision Making<br />Avoid making decisions and often waits for others to make decision. <br />Does not take responsibility for wrong or ineffective decisions.<br />
  9. 9. Criticism on Competencies<br />Lack of common definition and understanding<br />The possibility of becoming<br />ethnocentric<br />
  10. 10. Attitudes and Competency<br />Competencies fade away over a period of time if they are not used, thus they fall in the same category as attitudes.However, if it is real competency, then it take an extremely long time for it to weaken.<br />
  11. 11. Capability Model <br />End product that frames performance as the capabilities that make effective performance possible<br />
  12. 12. Three Components of Capability Model<br /><ul><li>Individual Attributes
  13. 13. Competencies
  14. 14. Outcomes</li></li></ul><li>Individual Attributes<br />General Cognitive Ability<br />- This can be thought of as intelligence, which is linked to biology rather than experience<br />
  15. 15. Individual Attributes<br />2. Crystallised Cognitive Ability<br />- This the intellectual ability that is learned or acquired over time.<br />
  16. 16. Individual Attributes<br />3. Motivation<br />- This is the performer’s willingness to tackle problems.<br />
  17. 17. Individual Attributes<br />4. Personality<br />- These are any characteristics that help the performers to cope with complex organizational situations.<br />
  18. 18. Competencies- the heart of the model<br />Problem Solving Skills<br />Social judgement skills<br />Knowledge<br />
  19. 19. Outcomes<br />Refers to the degree that a person has successfully performed his or her duties.<br />It is measured by standard external criteria<br />
  20. 20. Leadership Competency Model <br />Three Main Groups<br />Core Competencies<br />Leadership Competencies<br />Professional Competencies<br />
  21. 21. Core Competencies<br />Basic Communication<br />Negotiating<br />
  22. 22. Leadership Competencies<br />Teamwork<br />Creative Problem Solving<br />Interpersonal Skills<br />Manage Client Relationships<br />Self Direction<br />Flexibility<br />Build appropriate relationships<br />
  23. 23. Professional Competencies<br />Professionalism<br />Financial<br />Business Acumen <br />
  24. 24. Building Leadership competency Model<br />Stage One: Assemble Focus team and create a list of processes<br />Stage Two: Build Behavioral Indicators<br />Stage Three: Categorise the data<br />Stage Four:Order each category<br />Stage Five: Validate your Competency Model<br />
  25. 25. Leadership Appraisal Model<br />Two Parts to Performance Management<br />-Performance Development for helping to improve the performance<br />- A Performance appraisal or review for judging performance<br />
  26. 26. The End!!!!<br />

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