Leadership Models and Competency Frameworks

leadership Models and ability FrameworksThis assignment in the main focus on a review of leading possibility and competency frameworks based on the debate leading atomic number 18 innate(p) not made. by and by that I guide tried to relate these argument with rifleership Models and Competency Frameworks, which ar currently being used in organisations. These all things entrust help to understand that in which qualities required of commonwealth in leadhiphip positions and entrust help to improve the leadership development process. Also some private sector, some public sector argon discussed and web links to the full models include where available.IntroductionAre leaders born or made? this is a long debatable question from long times ago that whether leaders are born or made. But many researchers trying to find out this question answer for decades. The decades are going on and now we know the answer. in conclusion it has decided that leaders are sort of born and theyre always made. Early theories mainly focused on the difference between leaders and followers plainly theories in now-a- daytimes are focused on situational factors and leadership skills. Now I am going to discuss this topic through eight leadership theories, models and leadership frameworks and with comparing and contrasting the theories in below1. Great man theoriesThis theory assume that leadership capacity is inherent -and it also assume that great leaders are born, not made. These theories assume that these leaders have come when the country has sine qua noned to them. So its totally destined to leadership when needed. These theories also portray leaders as heroic, mythical. And most leaders were male in this theory. For example Gandhi, Sheikh Mujibur Rahman, Eisenhower, Churchill were great leader.2. Trait TheoriesLike Great Man theories, trait theories assume that quite a little pass on have inherited main qualities and traits that provide help them to do their lead. It as sumes that leaders must have to follow some particular behaviour which allow help them to be a great leader.This theories also assume that people are born with inherited traits. Stogdill (1974) identified the succeeding(a) traits and skills as critical to leaders.Traitsadaptable to situationsConceptually skilledCreativeDiplomatic and tactfulFluent in speakingKnowledgeable about group taskOrganised (administrative ability)Persuasivesocially skilledSkillsAlert to social environmentAmbitious and achievement-orientatedAssertiveCooperativeDecisiveDependableDominant (desire to influence others)Ener ascertainic (high activity level)Persistentself-assuredTolerant of stressWilling to assume responsibilityBehavioral TheoriesBehavioural theories assume that great leaders are made, not born. According to this theory, that great leaders are made, not born and through teaching and observation people disregard learn to become leaders. Furthermore, they follow that what leaders actually do. cont ingence TheoriesContingency theories of leadership mainly based on some special variable which actually find out that particular style of leadership will be fitted for the environment of organization. This theory assume that there is no best leadership style which will be fitted in all situation..Participative leadershipOrganization will be developed when people are more committed to their relevant action and this action will happen on that time when company will involve all employees with their relevant lasts and decision. People are less competitive and more collaborative when they are working on joint goals. When all people in company take decision together , the social commitment become higher and their commitment to decision will increase.Situational theoriesSituational theories are best for pickings certain types of decision making and here leaders choose their best course of action based on many situational variables .Transactional LeadershipIt assumes that people are motiva ted by reward and punishment. here total system activated by a clear chain of command. It means people will guard to do a individualal credit line and authority will be given by a manager. Here subordinate will do their job to get a decision of manager, they are fully responsible for that job. In case of any failure subordinate will get punishment..Transformational Leadership It assumes that people will follow a person who inspires them. Here a leader must have a vision and passion to achieve great thing and he or she must have to work hard through enthusiasm and full energy.Now I m going to comparing and contrasting those higher up theory in brieflyGreat Man TheoriesHere leaders are exceptional people, born with innate qualities, destined to lead.Trait TheoriesIt describes about leaders qualitiesBehaviourist TheoriesThese assume that what leaders actually do rather than on their qualities. Here distinguishable patterns of behaviour are observed and categorised as styles of lea dership.Situational LeadershipThis is an approach where leadership is very specific to the situation. It also assumes that different required leadership styles may be required in different levels in the resembling organization.Contingency TheoryThis theory find out the situational variable which best predict that which leadership style will be followed.Transactional TheoryThis theory mainly focuses on the coincidence ship between leaders and followers and here leader give the reward based on loyalty of the followers.Transformational TheoryHere main concept is change and envisioning and implementing is a main thing to get better carrying out.LEADERSHIP MODELS AND COMPETENCY FRAMEWORKS In his section I m going to explain about different leadership models and frameworks which is used in practice across the public and private sector organisations.Private sector frameworksBAE performance centered leadershipFor improving the business, Performance Centred Leadership competencies provide a set of related behaviours. Thats why they have been developed from 360 degree feedback information, benchmarked against the competencies of high perform organisations, each with related behaviours there are five core competences.Try to achieve High Performance Secondly, focusing on the Customer Thirdly, growth Othersfourth, constantly Improving Lastly, Working TogetherFEDERAL EXPRESS LEADERSHIP QUALITIES They mainly follow a system where they have selected 9 attributes for rating motivated leaders Appeal or allure personalised consideration Intellectual incentive Determination or braveness Constancy Flexibilty candour or honest ness speck Respect for othersLufthansa Leadership CompassLufthansa initiate of business is following a framework for their leadership development education which is made by Lufthansa leadership compass.It includes the following six learn categories, which set out a range of skills and behaviours including perception, determination, concern for peopl e, self-reflection and professional know-how Firstly, Entrepreneurial leadership Secondly, problem solving ability Thirdly, Win to others Fourth, Lead to people Fifth, Attitude and drive Lastly, International business competenciesPhilips Leadership CompetenciesPhilips has set some leadership competencies which will define the behaviour for achieving the business success. There are Six Leadership Competencies they has set out. These competencies are as follows Firstly, leader needs to Show determination to achieve excellent results Secondly, they need to focuses on the market Thirdly, need to find better ways Fourthly, focus on top performance motivating commitment Develops self and othersFor more information please visit http//ad.chinahr.com/jobads/philips/leadership.asp reprimand Leadership FrameworkShell has also used the Leadership Framework and it includes nine elements as indicated below used by Shell includes nine key elements as indicated below They need to build shared visio n Focusing on customer Increases business Opportunities Indicate professional mastery Shows individual speciality show courage Motivating, Coaching Developing Need to give value differences Produce the ResultsVodafone Global Leadership CompetenciesThe Global Leadership Programme of Vodafone are underlying by Vodafone leadership competencies. Those are divided into five categories Firstly, Value the communication Secondly, develops the International team Make Strategic vision Need to increase organisational force drives commerciallyFor the full framework please visit www.glp.vodafone.com/global.htmPublic industry FrameworkSenior Civil aid Ability FrameworkCivil Service Corporate Management has recognized few certain characteristics what is essential for the Senior Civil Service (SCS). They have established six types of competencies those are associated with behaviours. The competencies are Providing goal and correct way to resolve Building an distinct impact Working towards crea tive strategy Inspiring the employees to develop best outcome Study and build Emphasis on respondingFor more information please visithttp//www.cabinet-office.gov.uk/civilservice/scs/competences.htmScottish Executive FrameworkScottish parliament recognizes seven types of standards and to clarify this, they recommend what leaders should do and how to do. They also mentioned when the leaders need to learn more to work effectively.The leadership characteristics of the framework are as follows Realising Self-organization Examination and exploration extraneous attention Communication Handling people Team buildingManagement Education Training Organisation (METO) management StandardsMETO has developed seven key roles for leadership, which are given Organizing Events Organizing Assets Organizing Employees Organizing Statistics Organizing Spirit of the company Organizing Excellence Organizing PlansInstitute of Chartered Management Chartered Management SkillsChartered Manager Candidates need to demonstrate (and provide present of) scholarship, development and impact in the work send off against two of these six categories. Leading People Meeting Customer Needs Managing Change Managing Information and Knowledge Managing Activities and Resources Managing yourselfA SELECTION OF LEADERSHIP DEVELOPMENT INITIATIVESNHS Chief Executives ProgrammesThe NHS manage a wide range of programmes through their Leadership Centre, including a suite of programmes for Chief Executives. These comprise a number of initiatives based upon the NHS Leadership Qualities Framework, includingNational and International Learning Experiences Development Assignments (Lancaster University Management School) Transformational Thinking (Manchester University) Study Tour to Canada (Kings Fund) Duality Leadership Programme (University of Birmingham) fulfil Learning Sets (Nelson and Pedler)Modular Programmes Experienced Chief Executives Development Programme (Kings Fund and Lancaster University Management School) Drive for Results (Manchester University)Of inte succour here, is the range of learning opportunities being offered, from action learning sets, study tours and exchanges to modular programmes. The participants are free to choose their preferred modes of learning yet the thinking behind the programme implies that each will contribute towards developing qualities from the Leadership Qualities Framework.For unless information please visit http//www.nhs-leaders.orgNCSL Leadership Development FrameworkThe National College for School Leadership is one of the leading organisations in relation to their awareness of the importance of distributed leadership. Recent years have seen an increasing move from the competency-based approach of the Hay McBer Model to the development of a Leadership Development Framework.The outcomes of a Think Tank report lead to 10 propositions about school leadership.School leadership must be purposeful, inclusive and values driven bosom the distinctive a nd inclusive context of the school promote an active view of learning be instructionally focused be a function that is distributed throughout the school community build capacity by developing the school as a learning community be futures oriented and strategically driven be developed through experiential and innovative methodologies be served by a support and policy context that is coherent and implementation driven be support by a National College that leads the discourse around leadership for learningPersonal Characteristics of Effective LeadersPersonalityEarly research on leadership sought to identify a list of personal characteristics that set effective leaders apart from other people. No single list has been found to suffer true for every leader in every context. As a result leadership research moved on in a different direction focusing instead on what effective leaders do. For decades traits were largely ignored. However, despite lacking 100% generalisability, contemporary l eadership scholars have recognised that personal characteristics are consequential to effective leadership particularly intelligence and aspects of temperament such as dominance, extraversion, sociability, self-confidence, high levels of energy and resilience8. The concept of intelligence is expanded upon further in the next section, and a more comprehensive list of personality traits associated with effective leadership is shown belowFor those seriously interested in developing leadership, it is important to appreciate the impact of personality. Greek philosopher, Aristotle once said that we are the sum of our behaviours excellence therefore is not an act but a habit. Personality is a key driver of our day-to-day habitual behaviours and as such can help or hinder our leadership effectiveness. Leaders shouldBe aware of how their personality helps and hinders their leadership effectiveness, thenFind leadership positions where their strengths are called for, thenOffset their weakne sses through a combination of tapping others strengths and their own developmentIntelligenceEffective leaders typically have higher than average levels of intelligence specifically reasoning and memory. During World War I, the armed forces used IQ tests to select potential officers and they bide to be used as a recruitment tool in many contemporary organisations such as Microsoft. A high IQ does not make you an effective leader.Be accurately aware of themselves their emotions, tendencies, strengths and weaknesses.Use emotions to enhance thinking and decision-making.Consciously regulate emotions and moods in intelligent ways.It has been claimed that emotional intelligence is a better predictor of leadership success than IQ.More recently social intelligence, previously considered a sub-part of emotional intelligence, has been shown to be the single largest factor impacting on leadership effectiveness.ConclusionLeaders are Sort of BornIt seems like theres only one thing that a perso n needs to actually be born with in order to be a leader later in life. Thats intelligence. A leader needs to be smart enough.Effective leaders arent necessarily the smartest people in the room or the company or even on the team. But they have to be smart enough to do the job theyre assigned.Whats more important is what kind of person the potential leader is when he or she becomes an adult. The person who emerges from adolescence into young adulthood has the psychological and character traits theyll demonstrate for the rest of their life. Some of those matter for leadership.By the time a person becomes an adult we can tell if they can help other people achieve results. That, after all, is what we expect leaders to do. We expect them to achieve success through a group. We expect them to help their subordinates grow and develop.By the time a person becomes an adult, we can tell if they want to achieve objectives or if they just want to go along and take it easy. We expect leaders to be responsible for achieving results. You can have a marvelous life without a results focus, but if youre going to lead successfully you have to have the drive and willingness to be measured by the results of your leadership.By the time a person becomes an adult, we can tell if they are willing to make decisions or not. Lots of people wake up every day and let the world happen to them. But leaders must be able and willing to make decisions that affect themselves and others.By the time a person becomes an adult we can tell if they have the basic qualities that we expect leaders to have. We can determine if theyre smart enough to do the job. We can tell if they are willing to help others to achieve results as a group. And we can tell if they will make decisions.Those things are essential. People who have them can learn the six-fold skills it takes for them to become effective leaders.No matter how they measure up on the key essentials, no one emerges from the womb or from adolescence with all the skills in place to be an effective leader. Everybody has to learn the job. Thats why leaders are always made.