Encyclopedia of Leadership

HOW TO USE THIS LEADERSHIP TOOL

“In complex jobs, competencies are relatively more important in predicting superior performance than are task-

related skills, intelligence, or credentials.”

—Lyle and Signe Spencer, COMPETENCE AT WORK

Data for developing job competencies can be gathered by observing a job being performed

effectively (e.g., observing critical job-related incidents), or through behavior-based interview-

ing. As complexity and informed judgment are required, this work is best done by a small task

force of internal stakeholders, along with assistance from a professional who is skilled in devel-

oping job competencies. [☛1.10 The GAS Model]

Use the workspace provided to begin the process of identifying competencies for a partic-

ular job. Distinguish between behaviors required for satisfactory performance and those that

differentiate a superior level of performance. You are likely to find that the difference is more

related to howa job is performed than to whatis being performed (i.e., most people typically

follow the same basic procedures, practices, and policies).

416 SECTION 13 TOOLS FORLEADINGPERFORMANCE

What people consistently think about or desire.

Motives direct behavior toward or away from

certain actions and goals.

Emotional characteristics that are the building

blocks of personality. They result in predictable

responses to situations.

The mental image of one’s self, including

attitudes, values, and self-image.

Knowledge a person has in specific content

areas, that can be used to produce results.

The ability to perform specific physical or

mental tasks in order to produce results.

Achievement-motivated leaders consistently set

challenging goals for themselves, take personal

responsibility for results, and use feedback to

improve.

[☛1.7 Results-Based Leaders]

Rather than acting defensively or blowing up

under stress, confident leaders approach and

solve problems constructively, building

relationships in the process.

[☛15.2 Emotional Intelligence]

Confident of their worth, effective leaders believe

most people can be effective in most situations.

[☛14.1 Scarcity and Abundance, 15.3 JoHari

Window]

Knowledge of a wide range of leadership tools

helps leaders select and tailor the tools to their

unique circumstances.

Effective leaders use analytic skills (processing

knowledge, determining cause and effect) and

conceptual skills (recognizing patterns in

complex data).

[☛7.2 Problem Solving, 7.5 Decision Making,

7.7 Quality Tools]

1. Motives


2. Traits


3. Self-concept


4. Knowledge


5. Skills

Underlying

characteristics Definition A leadership example