Competency Model of Michigan University

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A Leadership Competency Model: Describing the Capacity to Lead

Table of Contents

Introduction 4
A Model of the Dimensions of Leadership Competency 6


A Model of the Core Competencies of Self Management7
Self Management Dimension 8
Examples of Excellence in Self Management 8
Examples of Poor Self Management 9
Core Competencies of Self-Management
Work Habits10
Work Attitudes11
Stress Management12
Self Insight13
Situations Requiring Focus on Self Management15
Leading Others
A Model of the Core Competencies of Leading Others16
Leading Others Dimension17
Examples of Excellence in Leading Others17
Examples of Leading Others Poorly18
Core Competencies of Leading Others
Interpersonal Awareness20
Motivating Others21
Developing Others22
Situations Requiring Focus on Leading Others24

Task Management

A Model of the Core Competencies of Task Management25
Task Management Dimension26
Examples of Excellence in Task Management26
Examples of Poor Task Management27
Core Competencies of Task Management
Executing Tasks28
Solving Problems29
Managing Information and Material Resources30
Managing Human Resources31
Enhancing Performance32
Situations Requiring Focus on Task Management33


A Model of the Core Competencies of Innovation34
Innovation Dimension35
Examples of Excellence in Innovation35
Examples of Poor Innovation36
Core Competencies of Innovation
Integrating Perspectives39
Managing Change41
Situations Requiring Focus on Innovation42

Social Responsibility

A Model of the Core Competencies of Social Responsibility43
Social Responsibility Dimension44
Examples of Excellence in Social Responsibility44
Examples of Poor Social Responsibility45
Core Competencies of Civic Responsibility
Civic Responsibility46
Social Knowledge47
Ethical Processes48
Leading Others Ethically49
Acting with Integrity50
Situations Requiring Focus on Social Responsibility51

Although people tend to recognize leadership when they see it, defining leadership with precision and detail is often more difficult. The purpose of this report is to provide a detailed model of leadership to aid in the development of leaders.

This report describes competencies of leadership—valuable skills, abilities, behaviors, attitudes, and knowledge areas. Although leaders are not going to master every competency, they will need to be aware of all of them, know their own shortcomings, and focus on developing these competencies in themselves or be able to recognize these qualities in others so they can select people who compensate for their weaknesses.

This model of leadership was developed through a number of processes, including:

a) Reviewing the academic literature on leadership,

b) Studying the practice of competency modeling and existing leadership competency models developed by corporations and government

c) Analyzing the content of the Occupational Information Network (O*NET), and

d) Interviewing member of Central Michigan University community (students, alumni, administrators, professors, and employers of our
graduates). Highlights of these interviews are presented at the end of this report.

Note. A technical report providing a more detailed description of the process of developing the competency model is available by emailing Stephen Wagner ( Introduction

Five dimensions of leadership competency are described in this report.

• Self Management

• Leading Others

• Task Management

• Innovation

• Social Responsibility...
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