Leadership competencies
and skills
Leadership competencies
 Emotional Intelligence
 Social Intelligence
 Systems Thinking
 Ability to Learn
 Adaptation ...
Emotional Intelligence
 Emotional Intelligence: self awareness
and communication skills; ability to
recognize moods and e...
Social Intelligence
 Definition- ability to determine the
requirements for leadership in a
particular situation and selec...
Social Intelligence for
management of organizations
 Social perceptiveness- A leader with
high social perceptiveness
unde...
Social intelligence…
 Social perceptiveness involves:
◦ Conceptual skills
◦ Ability to identify threats and opportunities...
Leadership competencies
…
 Systems thinking: a change in one
part of a system will eventually affect
other parts
 In mak...
Leadership and Management of
organisations
 Organizations-- > are large systems
 In organizations actions invariably
hav...
Leadership
competencies…
 Ability to learn
◦ Why? - changing environment
 need to continually innovate, reinvent and
ad...
Leadership
competencies…
 Adaptation to local circumstances-
◦ Not just in terms of what they sell but also in how
they s...
Bad leadership/toxic leadership
1. Incompetent
2. Rigid-unwilling to accept new ideas/adapt to change
3.Intemperate- leade...
Transferability of skills across
organizations
 Lower level managers cannot easily
transfer to a different functional
spe...
Transferability of skills
 Transferability of skills for top
executives- limited
 Different industries have
 unique eco...
External environment and leadership
skills
 Mix of skills needed for effective leadership
may change over time
 Leadersh...
Leadership …
Q & A
Thanks
copyright©yusuf
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Mgt leadership competencies and skills

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Mgt leadership competencies and skills

  1. 1. Leadership competencies and skills
  2. 2. Leadership competencies  Emotional Intelligence  Social Intelligence  Systems Thinking  Ability to Learn  Adaptation to local circumstances copyright©yusuf
  3. 3. Emotional Intelligence  Emotional Intelligence: self awareness and communication skills; ability to recognize moods and emotions in others ◦ Make better decisions ◦ Adapt leader’s behavior to situation ◦ EI is related to follower job satisfaction and performance copyright©yusuf
  4. 4. Social Intelligence  Definition- ability to determine the requirements for leadership in a particular situation and select an appropriate response  Social Intelligence- two components – ◦ social perceptiveness; and ◦ behaviour flexibility copyright©yusuf
  5. 5. Social Intelligence for management of organizations  Social perceptiveness- A leader with high social perceptiveness understands: ◦ What needs to be done to make a group or organization more effective; and ◦ How to do it? copyright©yusuf
  6. 6. Social intelligence…  Social perceptiveness involves: ◦ Conceptual skills ◦ Ability to identify threats and opportunities  that are jointly determined by environmental events and core competencies of the Organization ◦ Ability to formulate an appropriate response copyright©yusuf
  7. 7. Leadership competencies …  Systems thinking: a change in one part of a system will eventually affect other parts  In making decisions- it is essential to understand how the different parts of the organization are interrelated Consider the likely consequences of his decisions  on other parts- by later events copyright©yusuf
  8. 8. Leadership and Management of organisations  Organizations-- > are large systems  In organizations actions invariably have multiple outcomes including unintended side effects  Any example?  Incentive bonus for one dept- effects on others! Cost cutting measures-retrenchment- adverse effect on employee morale  Outsourcing- effects on employment, promotion, size of workforce? copyright©yusuf
  9. 9. Leadership competencies…  Ability to learn ◦ Why? - changing environment  need to continually innovate, reinvent and adapt to change Important for leadership effectiveness  Leaders must be flexible enough to learn from mistakes  Change their assumptions and beliefs  Refine their mental models copyright©yusuf
  10. 10. Leadership competencies…  Adaptation to local circumstances- ◦ Not just in terms of what they sell but also in how they sell it. ◦ E.g. PepsiCo’s spicy snack for Indian Market.  PepsiCo, mindful that Indians may find its standard crisps rather bland (mild), has invented a spicy snack called Kurkure for the Indian Market.  Hermes sells French-made saris in India.  Microwave ovens destined for east India, have an autocook option for Bengali fish curry. (The Economist, January 5th 2013, p.48). copyright©yusuf
  11. 11. Bad leadership/toxic leadership 1. Incompetent 2. Rigid-unwilling to accept new ideas/adapt to change 3.Intemperate- leader and his follower’s lack of self-control 4. Callous 5. Corrupt 6.Insular 7. Evil Callous- unkind or uncaring attitude toward people. Insular- such leaders disregard the welfare of their followers Evil leaders- Gaddafi, Bashar al Asad,- atrocities and genocide as instruments of power (Source : Kellerman, leadership professor at Harvard University in Chatterjee, (2012). Timeless Leadership. copyright©yusuf Unethical leadership e.g. Enron CEO Jeffery Skilling Ineffectiv e leadershi p
  12. 12. Transferability of skills across organizations  Lower level managers cannot easily transfer to a different functional specialty e.g. from sales manager to engineering manager  Less agreement about transferability of skills across organizations at the executive level copyright©yusuf
  13. 13. Transferability of skills  Transferability of skills for top executives- limited  Different industries have  unique economic, market and technological characteristics  Familiarity with technical matters, products, personalities and tradition ◦ a type of knowledge that is acquired only through long experience in the Org’n. (Yukl,2010) copyright©yusuf
  14. 14. External environment and leadership skills  Mix of skills needed for effective leadership may change over time  Leadership skills not identical ◦ E.g. by an entrepreneurial manager (to build a new org’n) and the CEO of an established large firm- not identical  Leadership skills also vary to match environment  stable supportive environment vs. a turbulent environment.  Example ◦ Garments industry leadership v air conditioner industry leadership ◦ What about DSE leadership? copyright©yusuf
  15. 15. Leadership … Q & A Thanks copyright©yusuf

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