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Competencies for Effective Leadership
Type: Book
ISBN: 978-1-78973-256-6

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Article
Publication date: 4 August 2021

Oscar Noel Ocho, Erica Wheeler, Janet Rigby and Gail Tomblin Murphy

Nurses are a significant part of the professional workforce, but leaders may be promoted without the requisite competencies. This study aims to explore the perspectives of…

Abstract

Purpose

Nurses are a significant part of the professional workforce, but leaders may be promoted without the requisite competencies. This study aims to explore the perspectives of nurse managers about the core competencies necessary for promotion as leaders in health.

Design/methodology/approach

This was a mixed-methods study that targeted nurses (N = 126) who were promoted in four Caribbean countries over the past five years. A 30-item questionnaire was used for quantitative data collection and analyzed using SPSS version 25. Interviews yielded the qualitative data, which were analyzed using open coding and thematic analysis. Ethical approvals were received from ethics committees at the university and country level.

Findings

Most participants were female (n = 112), had 15 or more years’ experience (n = 71) and an associate degree/diploma in nursing (n = 62). Leadership was the most important competency required of nurse leaders in spite of their position within the organization, followed by team building and motivation. Challenges to the transitioning into leadership positions included the prevailing culture and a lack of a systematic approach to building capacity in leadership. There was also between-group statistical significance, as determined by one-way ANOVA for delegation, motivation and leadership as core competencies based on occupations roles.

Research limitations/implications

Notwithstanding the importance of the findings from this research, there were some limitations. While the researchers considered implementing this study in eight Caribbean countries, approvals were received for only four countries. This will affect the ability to generalize the findings to the wider Caribbean countries. One of the strengths of this research was the use of mixed methods for data collection. However, the qualitative component of the findings may be limited by the number of focus groups conducted, notwithstanding the richness of the data collected.

Practical implications

The findings can be used as a framework from which the health system in developing countries can begin to examine practical solutions to developing 21st century leadership competencies in nursing. While there may be remanence of the colonial past in the way systems function, the complexity of health systems requires leadership that is rooted in competence that is multidimensional.

Originality/value

This paper provides an important contribution to the literature on leadership and competencies from the perspective of low- to middle-income resource settings. The qualitative component of the research added richness to the nuances and understanding of the phenomenon of competencies for nurse leaders.

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Leadership in Health Services, vol. 34 no. 3
Type: Research Article
ISSN: 1751-1879

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Article
Publication date: 20 July 2012

Margie Jantti and Nick Greenhalgh

The purpose of this paper is to establish a transparent, integrated approach to leadership competency development and succession management to respond to drivers…

Abstract

Purpose

The purpose of this paper is to establish a transparent, integrated approach to leadership competency development and succession management to respond to drivers associated with an ageing workforce, leadership drain and the enticement of people into leadership roles.

Design/methodology/approach

A consultant was engaged to facilitate a review of the UOW Library's leadership situation. Key to this process and subsequent activities was the use of the Lominger Leadership competencies; measurable characteristics related to success in the workplace to establish the desired leadership profile. Career interviews, professional coaching and targeted assignments were integral to the development of needed competencies.

Findings

The paper finds that feedback from peers, managers and staff was a significant component of the evaluation strategy. Formal assessment took place through the use of the Lominger's VOICES® 360‐degree feedback instrument, an institutional employee climate survey and recertification against the Investors in People standard. Results showed improved self‐confidence in leaders, a greater preparedness to address underperformance, and that career and developmental plans were more considered and constructive in their design. Significant improvement in leadership performance was noted in a later employee climate survey.

Practical implications

A commitment by the executive or senior leadership team is critical to this type of developmental program. Considerable energy and time is required from all parties involved, e.g. scheduling time for workshops, coaching sessions, subsequent actions and review; challenging in an environment of ever‐increasing priorities. Challenging also is the management of perceptions and expectations of staff. There was some disaffection from staff who were not included in the first round of coaching. Subsequently, opportunities to support both external and internal coaching are being investigated.

Originality/value

A commitment to new methods to support and evaluate leadership development initiatives resulted in changed perceptions of leadership aspiration, aptitude and ability. The identification of required competencies provided improved goal clarity, insight on how to become skilled in a given competency, and a reference point for evaluation. Importantly the performance of leaders has improved. There is qualitative and quantitative data to demonstrate both a commitment to leadership development and the application of desired behaviours associated with the competencies. The capacity to grow and promote from within has also improved; evidence that the succession management initiative is being achieved.

Details

Library Management, vol. 33 no. 6/7
Type: Research Article
ISSN: 0143-5124

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Article
Publication date: 17 June 2021

Guy Major Ngayo Fotso

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…

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.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

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Abstract

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Competencies for Effective Leadership
Type: Book
ISBN: 978-1-78973-256-6

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Book part
Publication date: 15 July 2009

Dave Bartram

The chapter describes the SHL Corporate leadership model (Bartram, 2002) and the results of an investigation of leadership competency potential in 11 different European…

Abstract

The chapter describes the SHL Corporate leadership model (Bartram, 2002) and the results of an investigation of leadership competency potential in 11 different European countries (39,354 people). The measures of potential used are eight competency factors known as the ‘Great Eight’ (Bartram, 2005) derived from Occupational Personality Questionnaire (OPQ32) scale scores. The results show some very clear trends in terms of effects of managerial experience and effects of gender on competency potential profiles. While there are differences in patterns of results between countries, these tend to be relatively small and non-systematic. The gender and experience effects, on the contrary, are consistent across countries. Overall, we find that transactional competencies decrease and transformational competencies increase with increases in level of managerial experience and that females show generally lower levels of transformational competencies and higher levels of transactional competencies than males. These findings are discussed in relation to the literature on gender differences in leadership.

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Advances in Global Leadership
Type: Book
ISBN: 978-1-84855-256-2

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Abstract

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Competencies for Effective Leadership
Type: Book
ISBN: 978-1-78973-256-6

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Book part
Publication date: 9 August 2005

Aparna Joshi and Mila Lazarova

In this chapter we question whether current conceptualizations of global leadership competencies adequately address the dynamic and complex nature of the multinational…

Abstract

In this chapter we question whether current conceptualizations of global leadership competencies adequately address the dynamic and complex nature of the multinational team (MNT) context. We report findings from a study that incorporated the perspectives of MNT leaders as well as members on MNT leadership. We asked MNT leaders and their team members to identify the competencies that they believe are needed for effectively managing MNTs. The findings from this study promise to enhance our understanding about the specific nature of the MNT context, as viewed by the two parties that are at the frontline of multinational teamwork: team members and leaders. We use this dual perspective to clarify global competencies that MNT leaders may need to develop in themselves, and to propose a framework that may assist multinational organizations in identifying, rewarding, and developing MNT leaders.

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Managing Multinational Teams: Global Perspectives
Type: Book
ISBN: 978-1-84950-349-5

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Book part
Publication date: 21 July 2017

Mark E. Mendenhall, Todd J. Weber, Audur Arna Arnardottir and Gary R. Oddou

The process of global leadership development remains a challenging theoretical problem in the field of global leadership. To help address this issue, we develop a…

Abstract

The process of global leadership development remains a challenging theoretical problem in the field of global leadership. To help address this issue, we develop a theoretically grounded process model of global leadership competency development that addresses the dynamics involved in the adoption and enhancement of intercultural competencies associated with global leadership. We do this by integrating theoretical constructs associated with competency development from the adult learning and development, cognitive-behavior therapy, global leadership development, leadership development, organizational development, and social learning theory literatures. The resulting model includes testable propositions – a critical feature that existing global leadership development process models currently lack. Our chapter concludes with a discussion of the implications of the model for future research and practice.

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Abstract

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Global Leadership Talent Management
Type: Book
ISBN: 978-1-78714-543-6

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