Leadership Competencies for Succesful Change Management

Topics: Regression analysis, Big Five personality traits, Competence Pages: 30 (6445 words) Published: December 19, 2010
LEADERSHIP COMPETENCIES FOR SUCCESSFUL CHANGE MANAGEMENT
A Preliminary Study Report Prepared by: Milan Pagon, Emanuel Banutai, Uroš Bizjak University of Maribor, Slovenia

1 INTRODUCTION
1.1 Competencies in General
A competence in general can be understood as the ability of an individual to activate, use and connect the acquired knowledge in the complex, diverse and unpredictable situations (Perrenoud, 1997, in Svetlik, 2005). Gruban (2003) defines competencies as the ability to use knowledge and other capabilities, necessary for successful and efficient accomplishment of an appointed task, transaction of work, goal realization, or performance of a certain role in the business process. Competencies encompass knowledge, expertise, skills, personal and behavioral characteristics, beliefs, motives, values, etc. They are behavioral records of the roles, which people perform in the work processes. To avoid terminological confusion, Ellström (1997; cited in Virtanen, 2000) distinguishes a competence from a qualification. He considers competence as an attribute of an employee referring to “a kind of human capital or a human resource that can be transformed into productivity” while qualification is understood as “requirements of a certain class of work tasks (a job)”.

1.2 Leadership Competencies
Changes in organizations are more and more common. They appear at faster pace and employees are expected to be even more adaptable. Leaders play an important role in setting an example for all those values, behaviors and considerations expected from employees. Leaders have to achieve

that changes in an organization are accepted and implemented in a way resulting not only in better job performance but also in general understanding and satisfaction of all. Therefore, it is reasonable to set the expectations of key employees – what they should achieve and how they should behave in order to implement successful changes. In other words, which are the important leadership competencies for successful change management?

It is necessary to distinguish between leadership competencies in profit organizations and public (as well as not-for-profit) organizations. Nature of activity, context, orientation of work and the budget, to name only a few areas, cause certain distinctions in leadership competencies between these two groups. There is a lack of studies comparing leadership factors and skills relevant to profit, public, and not-for-profit organizations.

According to Bennis (1987; cited in Thach et al., 2007), there are a few leadership competencies that have been proven time and again as mandatory for effective leadership. These include the competency clusters of vision and goal-setting, interpersonal skills, self-knowledge and technical competence regarding the specifics of the business in which the leader works. In addition, commonly referenced competencies include: integrity/honesty, communication, technical competence, diversity consciousness, developing others, results-orientation, change management, interpersonal skills, problem-solving, decision making, political savvy, strategic/visionary thinking, customer focus, business skills, team leadership, influence skills, conflict management, more recently emotional intelligence, social and environmental responsibility, depending on the culture of the organization even humor and innovation (Trinka, 2004; cited in Thach et al., 2007; Spencer and Spencer, 1993; Employer’s Organization, 2004; Guggenheimer and Szule, 1998; Breckenridge Consulting Group, 2004; OPM, 1992; Laszlo, 2003; Goleman, McKee and Boyatzis, 2002; Thompson, 1985). There appear to be minor differences in the not-for-profit and profit leadership competency models. Not-for-profit organizations tend to center around new competencies such as governance effectiveness, boardroom contribution, and service to community (Chait, Ryan and Taylor, 2004; cited in Thach et al., 2007). On the other hand, profit organizations...

References: Allio, R. J. (2005). Leadership development: teaching versus learning. Management Decision, Vol. 43, No. 7/8, pp. 1071-1077. Cugmas, Z. (1991). Vpliv izobraževalnega okolja na otrokovo samovrednotenje in razumevanje kognitivne kompetence. Sodoba pedagogika, Vol. 5, No. 6, pp. 287-309. Ljubljana: Zveza društev pedagoških delavcev Slovenije. Donnellan, M.B., Oswald, F.L., Baird, B.M., & Lucas, R.E. (2006). The mini-IPIP scales: Tinyyet-effective measures of the Big Five factors of personality. Psychological Assessment, 18, 192-203. Gruban, B. (2003). Kompetence: moda, ki traja že štiri desetletja. Finance, 168/1596, str. 19. Harris, P. R. (2001). Ensuring European leadership in the global marketplace. European Business Review, Vol. 13, No. 6, pp. 336-345. Jokinen, T. (2005). Global leadership competencies: a review and discussion. Journal of European Industrial Training, Vol. 29, No. 3, pp. 199-216. Kim, S. (2007). Learning goal orientation, formal mentoring, and leadership competence in HRD – A conceptual model. Journal of European Industrial Trainig, Vol. 31, No. 3, pp. 181194. Levenson, H. (1981). Differentiating among internality, powerful others, and chance. In H. M. Lefcourt (Ed.). Research with the locus of control construct, Vol. 1, pp. 15-63. New York: Academic Press. Lorenzi, N. M., Riley, R. T. (2000). Managing Change – An Overview. Journal or the American Medical Informatics Association, Vol. 7, No. 2, pp. 116-124. Manning, T. T. (2003). Leadership Across Cultures: Attachment Style Influences. Journal of Leadership & Organizational Studies, Vol. 9, No. 3, pp. 20-30. May, A. S. (1997). Think globaly – act locally! Competences for global management. Career Development International, Vol. 2, Iss. 6, pp. 308-311. Medveš, Z. (2006). Informativni in formativni nivo v kurikularnem načrtovanju. Vzgoja in izobraževanje, Let. 37, št. 1, pp. 19-21. OECD (2007). Understanding change in government. Working material. Paris: OECD. Rappe, C., Zwick, T. (2007). Developing leadership competence of production unit managers. Journal Management Development, Vol. 26, No. 4, pp. 312-330. 24
Rokeach, M.R. (1967). Value Survey. Sunnyvale, Ca: Halgren Tests. Suutari, V. (2002). Global leader development: an emerging research agenda. Career Development International, Vol. 7, No. 4, pp. 218-233. Svetlik, I. (2005). O kompetencah. V: Pezdirc, M. S. (ur.). Kompetence v kadrovski praksi, pp. 12-27. Ljubljana: GV izobraževanje. Thach, E., Thompson, K. J. (2007). Trading places – Examining leadership competencies between for-profit vs. Public and non-profit leaders. Leadership & Organization Development Journal, Vol. 28, No. 4, pp. 356-375. Virtanen, T. (2000). Changing competences of public managers: tensions in commitment. The International Journal of Public Sector Management, Vol. 13, No. 4, pp. 333-341.
25
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Leadership & Change Management Essay
  • Leadership and Management Essay
  • Leadership and Organizational Change Management Essay
  • Essay about Management and Leadership
  • Essay on change management
  • Importance of Leadership in Managing Change Essay
  • Leadership and management Essay
  • Leadership and Management Essay

Become a StudyMode Member

Sign Up - It's Free