A competency is a set of demonstrable skills, abilities, or knowledge that enhances its efficiency and employee performance. Every competency has a metric that allows the management to measure and observe (Towler, 2020) . That said, l eadership competencies can be defined as a model that “represent a combined set of knowledge, skills, and abilities (KSA) that constitute effective leadership within an organization” (Towler, 2020, P.1). Organizations use leadership competency models to highlight the key skills and behaviors they desire from their leaders. With leadership competency models, organizations can develop a structured framework that features all these skills and behaviors, enabling firms to “select, develop, and evaluate leaders” (LeaderNation, n.d., p.1). Moreover, SHRM (2008) adds that organizations that apply leadership competency models are better positioned to promote better leadership. That said, leadership is all about influencing others. Therefore, the systematic approach used to identify and develop leaders contributes to an organization's long-term success. This article looks at an example of a leadership competency model for a Chief Executive Officer (CEO). The model followed in this article corresponds to NAON’s model for leadership development discussed by McWilliams (2007) .
Weyland industries plan to replace its CEO, who is retiring mid next year after ten years with the company. After in-depth research, the nominating committee has decided to apply the NAON Leadership Competency model in identifying the potential candidate to take the helm after the departure of the current CEO. The NAON Leadership Competency model is based on five domains of effectiveness: “Personal Mastery, Interpersonal Effectiveness, Strategic Thinking, Stewardship, and Resource Management” ( McWilliams, 2007 p.211) . Within these domains are NAON’s core values that include commitment, integrity, collaboration, and innovation. The committee focuses on using the first three domains of this competency model. Using this model, the firm will be able to identify and develop the required person to fill the void left by the outgoing leader. The committee believes that this process's effective execution will place the company in a better position to identify a leader who can continue the legacy of the outgoing leader, leading to long-term organizational success.
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Leaders competent in the following domains |
Behavioral competency |
Evaluation criteria |
| Personal Mastery |
Demonstrates the application of evidence-based decision-making processes. Shows commitments and sticks to agreements Exhibits tolerance when there are uncertainties Demonstrates flexibility and adaptability |
These accomplishments will be assessed and evaluated by setting objectives to be accomplished within the stipulated duration. Successful accomplishments will be determined on a scale of five ranging from excellence to poor. |
| Interpersonal Effectiveness |
Embraces diversity in the working environment Engages in conflict solving in a way that does not aggravate the parties involved Engage in active listening and express disagreements in a constructive way Engages in unanimous decision-making Effectively manages emotions Always ready to suggest workable solutions to solve problems encountered. Comfortably interacts with everyone. |
This competency will be evaluated using reports; that is, potential candidates will be required to complete self-reported questionnaires, write about themselves in the application letters, as well as to review recommendation letters from their former employers. This will enable the committee to determine the degree to which suitable candidates have the required skills. |
| Strategic Thinking |
Exhibit their ability to take calculated risks Demonstrates anticipation for emerging crises and opportunities Demonstrates the ability to come up with sensitive strategies and ideas. Demonstrates the application of innovative strategies in problem-solving |
Candidates will be provided with a real-life situation to solve. Likewise, potential candidates will also be presented with a flawed strategic plan and will be required to identify the flaws in such plans. |
References
LeaderNation. (n.d.). Home - LeaderNation . Leadernation.Com. Retrieved October 20, 2020, from http://leadernation.com/pdf/What%20is%20a%20Leadership.pdf
McWilliams, M. A. (2007). A Leadership Competency Model. Orthopaedic Nursing , 26 (4), 211–213. https://doi.org/10.1097/01.nor.0000284646.45344.a5
SHRM. (2008, March). Leadership Competencies . SHRM; SHRM. https://www.shrm.org/ResourcesAndTools/hr-topics/behavioral-competencies/leadership-and-navigation/Pages/leadershipcompetencies.aspx
Towler, Dr. A. (2020). Leadership competencies and leadership competency models: What they are and why they matter | CQ Net - Management skills for everyone . CQ Net - Management Skills for Everyone! https://www.ckju.net/en/dossier/leadership-competencies-leaderhip-competency-models-what-they-are-why-they-matter
