This document discusses various leadership competencies and skills. It identifies emotional intelligence, social intelligence, systems thinking, the ability to learn, and adaptation to local circumstances as important leadership competencies. Emotional intelligence involves self-awareness and communication skills. Social intelligence comprises social perceptiveness and behavioral flexibility which allow a leader to understand what needs to be done to make a group effective. Systems thinking requires understanding how decisions in one part of an organization can affect other parts. Effective leaders are able to learn from mistakes and adapt to changing environments.

1. Leadership competencies
and skills

2. Leadership competencies
 Emotional Intelligence
 Social Intelligence
 Systems Thinking
 Ability to Learn
 Adaptation to local circumstances
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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
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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
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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?
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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
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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
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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?
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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
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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).
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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.
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Unethical leadership
e.g. Enron CEO Jeffery Skilling
Ineffectiv
e
leadershi
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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
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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)
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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?
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15. Leadership …
Q & A
Thanks
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