How do we define leadership competencies? They are neither a completely different set of competencies from what other managers have, nor are they simply more of the same competencies. Leaders have the same competencies that other managers have, but these are simply evidenced differently. In short, leaders do the same things differently.
In this article, we shall see what some of the competencies required by Leaders are and how they are defined.
Leadership is about facilitating performance. Leadership competencies focus on defining the context not just for the leader’s own performance, but also on how the leader facilitates others’ performance through the display of those competencies. Given below are some competencies that organizations look for while selecting their leaders. The competencies are defined broadly and below are the explanation of what behaviours we look for under those competencies. Vision and Strategy
Vision and Strategy
Under this competency, organizations look for the ability to articulate a vision that generates excitement and commitment from the people. The vision must also reflect the values and be compatible with the stated and practiced culture in the organization. In addition, the leader is also able to translate the vision into a reality that shapes individual action, while also contributing to strategy formulation. He/she also helps in translating the vision into clear goals for action.
The leader is expected to build multiple scenarios for action based on the available information and demonstrate expertise in developing and evaluating strategies to drive effective organizational operation. He should have the ability to put together diverse sources and diverse pieces of information to identify complex trends, problems and their causes. He should also be able to understand the external and environmental factors that drive the business and be able to create multiple strategic options to meet goals. Despite having incomplete information, the leader is also able to define clear structures and resolve issues.
Market and Financial analysis
The leader is able to make sense of numbers and work comfortably with revenue, profit, gross, Quality assurance and net margins, investment and costs and accounting ratios. Moreover, He should be able to justify his course of action or recommendation by a strong financial analysis of the case. He should not only understand and utilize cash to cash cycles in action planning but also seeks competitor information in evolving strategic action plans.
The ideal leader uses complex influencing strategies to promote business and relationships and is able to anticipate and overcome any resistance to ideas through skillful communication. He is also able to inspire action by creating a passion for the vision. He builds belief in shared goals across the organization and is able to build support for plans even in the absence of direct authority.
The leader identifies the need for change and creates alternate vision if required. Initiates change management practices within the organization. He builds practices to sustain change efforts and convincingly outlines how the change will impact the business or division. He creates alignment of management processes, structures, policies, infrastructure management and practices and puts in feedback mechanism to measure the impact of change.
Courage and conviction
The leader is someone who has courage and conviction in the organization’s capability to succeed and states clearly and unequivocally, the organization stance in situations of conflict. He is able to resolve any conflict between his own and the organization’s values before moving forward in implementing value systems. He questions existing practices if they are outdated, and has the courage to propose innovative and transformational ones. He does not hesitate to take clear stances when challenged and supports them with evidence.
The leader is committed to the professional and personal development of his people. Understands the aspirations of individuals within the system and identify or create opportunities to meet those aspirations. He motivates people to deliver with passion by identifying potential and ensuring that the right person is in the right job. He also anticipates future capability requirements and gets his people equipped to handle those requirements. He designs and puts in systems and practices that contribute to successes for individuals within the system.
The competencies listed are not the only ones that organizations look for in leaders. However, many others are simply variants of the ones presented above. Leaders must focus on building their competence in the above areas in a way that ensures organizational successes.