The document provides descriptions of various leadership competencies and their levels. It describes 18 competencies and for each competency provides examples of behaviors that demonstrate different levels from basic to advanced. The competencies include achievement orientation, analytical thinking, conceptual thinking, customer service orientation, developing others, directiveness, flexibility, impact and influence, information seeking, initiative, integrity, interpersonal understanding, organizational awareness, organizational commitment, relationship building, self-confidence, team leadership, and teamwork & cooperation.

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Leadership
Competency
Assess

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18 - Leadership Attributes
DIRECTIVENESS
DEVELOPING OTHERS
INFORMATION SEEKING
ACHIEVEMENT ORIENTATION
ANALYTICAL THINKING
CONCEPTUAL THINKING
CUSTOMER SERVICE
ORIENTATION
FLEXIBILITY
IMPACT & INFLUENCE
INTERPERSONAL UNDERSTANDING
ORGANISATIONAL COMMITMENT
INITIATIVE
INTEGRITY
ORGANISATIONALAWARENESS
RELATIONSHIP BUILDING
SELF CONFIDENCE
TEAM LEADERSHIP
TEAM WORK & CO-OPERATION

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Achievement Orientation
Does job without Specific Improvement
Makes specific improvements & evaluates
himself against set standards
LEVEL - II
Improve Working System / Methods
LEVEL -III
Prioritizes Targets based on Cost Benefit
Analysis
LEVEL - V
Sets specific targets & works to achieve the same
LEVEL -IV
Takes significant risks to achieve the Targets
LEVEL - VI
“This month we could sell 480 tpd VSF”
“The sales were down by 15 tpd as compared to
last year during the same period
“We pushed in additional quantity by personally
convincing our Customers”
“Our strategy should be aimed at reaching a
minimum of 550 tpd sales”
“ Priority to be given to deemed export segment
and then domestic P/V segment to be catered”
“I’m sure increase in prices shall not affect our
sales volumes, in view of demand & our quality”
LEVEL - I

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Analytical Thinking
Breaks down task in to smaller activities
LEVEL - I
Sees Basic Relationship & sets Priorities
LEVEL - II
Sees Multiple Relationships & Anticipates
Obstacles
LEVEL -III
Identifies several solutions & Evaluates each
LEVEL - IV
“This month reduced profits are on account of
Fibre Production”
“The major causes were increased down time of
Maturing Drum & Alkcell losses”
“Mat. Drum downtime accounted for 60%, Alk-
cell 25% & rest 15% due to other reasons”
“To root cause lies in Slurry system & we should
thoroughly examine the entire system”

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Conceptual Thinking
Uses basic rules to recognise a situation when
it is exactly same as past situation
LEVEL - I
Sees Trends / Missing Pieces to identify
situations similar to past
LEVEL - II
Apply Knowledge of theory to modify concepts
LEVEL -III
Creates new concepts to explain situations or
resolve problems.
LEVEL - V
Makes observation understandable by
assembling ideas / issues / missing pieces.
LEVEL -IV
Attributes Fibre Quality directly to Pulp
Points out at chemicals added at VSF / Pulp Process
Analyses composition of each additive & chemical
reactions, expected to occur during processing
Presents a consolidated picture on +ve/ - ve impacts
of additives on VSF Quality & Costs
Suggests new cost effective chemicals, which can
be adopted to improve final VSF quality

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Customer Service Orientation
Keeps routine follow-up without solving
Customers problems / Issues
LEVEL - I
Communicates mutual expectations &
monitors Client satisfaction
LEVEL - II
Takes initiatives to solve Customers’ problems
LEVEL -III
Matches Customers’ real needs to product
LEVEL - V
Serves beyond customers expectations even in
critical phase
LEVEL -IV
Involves himself in Customers’ decision making
LEVEL - VI
Constrains himself to timely despatch of Product
Keeps Customer informed regarding Payment
requirements etc. takes feedback on Fibre quality
Keeps production team updated of Customers
quality needs / problems & tries to solve the same
Finds out ways to fulfill Customers’ demand, even
in critical phases of product shortage etc.
Realises actual needs of the Customer e.g. timely
delivery & gets production / despatch planned
Based on product knowledge gets involved in
Customers’ decisions e.g. Share of VSF in blends

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Developing Others
Realises others developmental needs but does
nothing for that
LEVEL - I
Gives suggestions / on the job demonstration
LEVEL - II
Explains reasons & verifies others have under-
stood the message
LEVEL -III
Arranges appropriate Assignments / Trainings
LEVEL - V
Gives positive feedback, re-assures others
after a set-back & expresses positive
expectations for future performance
LEVEL -IV
Realises training need on ‘Selection of Bearings’
Shows how to select a particular Bearing and
suggests improvements in current methods.
Explains reasons for selecting a particular bearing.
Provides Catalogues / Literature on the same
Monitors how his subordinates are improving on
knowledge of Bearings
Recommends subordinates for formal training
programs on ‘Selection of Bearings’

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Directiveness
Gives clear directions for routine tasks
LEVEL - I
Sets firm limits
LEVEL - II
Demands high performance
LEVEL -III
Compares performance against standards and
confronts others about performance problems
LEVEL - V
Monitors performance against clear standards
LEVEL -IV
“Prepare MIS report on Marketing”
“Do it by 3rd of December”
“This time onwards include data on External
Business Environment also”
“He took 3 days do the job as against normal time
of 2 days”
“You took double the normal time for doing this
job. Tell me, what problems did you face”

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Flexibility
Willingness to change ideas based on new
information
LEVEL - I
Alters rules / procedures to fit to the situation
LEVEL - II
Adapts tactics and acts to fit the situation /
person
LEVEL - III
Adapts own strategy by changing overall plan
to fit the situation.
LEVEL -IV
“I realise, this Chemical is costly but due to quality
reasons we may have to use this only”
“As this affects a property, to which the Customer
is insensitive, we shall use the alternate ”
“Why can’t we alter process parameters to suit to
the alternate Chemical”
“We shall continue to use this Chemical only to the
extent our process needs it, but parallely fix up
parameters to suit the alternate chemical also”

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Impact & Influence
Intends to have a specific effect but takes no
action
LEVEL - I
Takes a single action to persuade
LEVEL - II
Takes multiple actions without adapting to the
level of audience
LEVEL -III
Uses indirect influence (get A to show to B so
B tells to C…..), uses indirect influence
LEVEL - V
Adapts and anticipates reaction of audience
LEVEL -IV
Uses complex influence strategies
LEVEL - VI
“I know, he should be set right but I am giving him
time to correct himself”
“I banged him for such a irresponsible act”
“After I banged him, I kept a watch on his reactions,
through my informers”
“I knew, he will misfeed others that’s why I told him
about his mistakes before everybody”
“I banged Mr. Y in front of Mr. X so that Mr. X
understands by himself”
“I explained to everyone in the meeting, how much
a small mistake may cost to our organisation &
also linked it with their performance ratings”

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Information Seeking
Ask questions about the situations to those who
are present
LEVEL - I
Asks “What happened”, personally investigates
LEVEL - II
Asks “Why”, Digs deeper to investigate
LEVEL -III
Uses own information system
e.g. Informal meetings, Regular Informers
LEVEL - V
Investigate through unusual sources
e.g. Market, Internet, Financials
LEVEL -IV
“Why the Price for this order are low”
“I had asked to our other marketing offices, as per
them the prices are showing an up-trend”
“The same customer has paid higher price to other
suppliers. Why couldn’t we fatch similar price”
“As per Customers’ financials & other indicators,
market demand should have picked up by now”
“If efforts had been made, we could have realised a
higher Price, as the Customer was short of Supply”

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Initiative
Addressees current opportunities / problems
in a day or two
LEVEL - I
Acts quickly in crisis
LEVEL - II
Creates Opportunities / Solves problems
1 - 3 months ahead
LEVEL -III
Anticipates situations 1 - 2 years ahead and
creates opportunities
LEVEL - V
Anticipates opportunities / problems and prepares
4 - 12 months ahead.
LEVEL -IV
“As Customer X is likely to place bigger order we
shall give him priority”
“Divert all the current supplies to Customer X”
“A demand hike is likely in next 3 months, as such
the price should be gradually increased from now”
“Our competitor is increasing capacity by next year
we should get a competitive edge right now ”
“In next two years, the concern for environment is
likely to grow further. Parallely, we should start
promoting environmental friendly products also”

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Integrity
Open and honest in accepting mistakes
LEVEL - I
Acts on Values and Beliefs in normal course
LEVEL - II
Acts on Values even in critical situations
e.g. Accepting mistakes publicly
LEVEL -III
Adheres to values even at significant
Personal Loss / Risks
LEVEL -IV
“Sorry sir, I was little ignorant in handling this”
“I can not do this, as it is against rules of company”
“I take sole responsibility of this mishap ”
“I won’t go against rules of company even if I may
have to quit my job”

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Interpersonal Understanding
Understands either Emotion or Content
LEVEL - I
Understands both ‘Present Emotions’ and
‘Explicit Content’
LEVEL - II
Understands meanings of unexpressed things
and gets others to act desired way
LEVEL -III
Understands underlying issues and its reasons
presents a balanced view to other
LEVEL -IV
“I know, your mother is ill that’s why you have to
take frequent leave”
“Your mother’s treatment must be expensive”
“I shall recommend a loan for you, in order to assist
you, in treatment of your mother”
“Everybody of us has some personal problems & we
should help each other in critical phase of life, but
these problems should not affect our performance”

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Organisational Awareness
Understands and uses formal hierarchy of an
Organisation
LEVEL - I
Uses informal hierarchy also, when formal
structure doesn’t work
LEVEL - II
Understands unspoken organisational
limitations. Uses corporate culture
LEVEL -III
Understands and addresses underlying
organisational issues
LEVEL - V
Understand organisational politics and its
impact
LEVEL -IV
“I report to my reporting officer”
“As job was urgent & my GM was busy I directly
reported to my VP”
“Knowing that, there are some manipulations
involved in the job, I didn’t reveal it, in overall
interest of organisation”
“ The job could have suffered on account of inter
-departmental differences. We did it informally
and then brought it on records”
“I keep organisation’s interest on top priority
irrespective of any other thing”

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Organisational Commitment
Does what is expected : respects the way things
are done in organisation
LEVEL - I
Wants to help others also : concerned about
organisation’s image
LEVEL - II
Supports the organisation’s Missions and
Goals by making choices and priorities.
LEVEL -III
Sacrifices own interests for organisational
needs
LEVEL -IV
“ I perform My duties sincerely and don’t bother
about what others are doing”
“I share my knowledge / experience with others in
overall interest of organisation”
“My all activities are always in line with
Organisation’s mission & goal”
“I am prepared to work in odd hours/ on holidays,
if it is needed for Organisations’s interest”

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Relationship Building
Makes informal contacts
LEVEL - I
Builds rapport with associates & customers also
LEVEL - II
Makes social contacts by having formal
social acquaintances
LEVEL -III
Makes a strong personal friendship & gets help
in achieving organisation’s goal
LEVEL - V
Establishes personal relationship by informal
meetings and offerings
LEVEL -IV
“I personally know people at Customer’s end”
“We have good mutual understanding”
“I give periodic calls to our Customers”
“I even meet Customers in informal Parties &
maintain personal relationships”
“Our Customers are good friend of mine & help me
in achieving my sales targets”

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Self Confidence
Works without supervision
LEVEL - I
Acts independently, takes decision even when
others disagree
LEVEL - II
State Confidence in own ability : someone who
can makes things happen
LEVEL -III
Takes extremely challenging tasks willingly
LEVEL - V
Chooses challenges or conflicts : expresses
disagreement even with someone in power
LEVEL -IV
“I can change the Bearing myself”
“I know the old roller bearing in stock will work
smoothly until new one comes”
“I will show you, how this can be done successfully”
“Why can’t we do it. We will make appropriate
modifications in shaft & Bearing housing”
“If this works out, we shall utilise other Bearings in
stock too, to reduce overall costs”

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Team Leadership
Manages meetings well : states agenda /
control time etc.
LEVEL - I
Keeps people informed about happenings
LEVEL - II
Uses complex strategies to promote team
morale / productivity
LEVEL -III
Ensures others to follow leader’s Mission/ Goal
and complete tasks
LEVEL - V
Safeguards the group and takes care of its
needs and reputation
LEVEL -IV
Communicates a compelling vision that
generates excitement to group
LEVEL - VI
“I conduct meetings nicely within stipulated time”
“I share relevant information with team members”
“Mr X & Mr Y shall jointly take-up this assignment,
during which, they will also train each other”
“Everyone in my team comes from good background
& none of them can commit such a silly mistake”
“Is everybody clear of his role & target ?, I want the
entire activity to be over latest by this week end”
“I am sure we shall not only achieve targets but also
exceed it, and emerge as the best marketing team”

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Teamwork & Co-operation
Co-operates : Does his part of work
LEVEL - I
Expresses positive expectations of other
members
LEVEL - II
Values others’ inputs & willing to learn from
others
LEVEL -III
Build team spirit by promoting good morale &
co-operation
LEVEL - V
Encourages & Publicly credits others
LEVEL -IV
“I do my job sincerely & co-operate with others”
“In our department everyone is sincere & helpful ”
“Your idea seems to be very good. Can you give me
further enlighten me on this”
“Mr X has given a very nice idea. We should help
him out in implementing the same”
“Our team has all the talents to achieve our goal
& with this kind of team spirit, we will achieve
our targets much before any other group”

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T h a n k s …