Leadership competencies for the 21st century: a review from the Western world literature

Abstract

Purpose

The proliferation of studies on leadership competencies have not yet provided a consistent set to guide the work of researchers and practitioners. This paper aims to generate a clear, literature-based overview of the relevant leadership competencies for the twenty-first century.

Design/methodology/approach

The paper is an integrative literature review and identifies four strands of literature on leadership, reaching back to traditional works. It reviews each strand to establish which leadership competencies remain relevant for the twenty-first century.

Findings

This paper shows it is essential to clarify and harmonize terminology used in leadership literature. It identifies 18 groups of leadership competencies required for the twenty-first century. The research reveals that leaders of the twenty-first century must be able to combine a strong concern for people, customer experience, digitalization, financialization and the general good.

Research limitations/implications

This paper is based on a non-exhaustive list of literature derived from studies published in Western journals, written in English. Future research should include papers beyond the confines of Western academia and entail fieldwork to test the comprehensive framework derived here.

Practical implications

This paper will help practitioners develop leadership training curricula and transform the leadership culture in their organizations. The competency list can be useful in recruitment and selection processes for leadership positions. Professionals will find it helpful as an index in self-diagnosis and personal development for their career decision choices.

Originality/value

The paper addresses the growing need for clarity on the required leadership competencies for the twenty-first century.

Citation

Ngayo Fotso, G.M. (2021), "Leadership competencies for the 21st century: a review from the Western world literature", European Journal of Training and Development, Vol. 45 No. 6/7, pp. 566-587. https://doi.org/10.1108/EJTD-04-2020-0078