leadership

Many people today are seeking to understand -- and many people are writing about -- the concept and practices of leadership. There are a great many reasons for the popularity of the topic, including that organizations are faced with changes like never before. The concept of leadership is relevant to any aspect of ensuring effectiveness in organizations and in managing change. This topic in the Library helps you to fully understand the concept and practices of leadership.

There has been an explosion of literature about leadership lately. Leading is a very human activity -- we're all human -- so there are many people who consider themselves experts on leadership. Unfortunately, many people make strong assertions about leadership without ever really understanding a great deal about leadership. Understanding the concept of leadership requires more than reading a few articles or fantasizing about what great leaders should be.

There are things that leaders do that make them successful. Leadership actions are different from styles in that actions are individual and specific, whilst styles are overall approaches. Both are based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others.

Boyatzis' management competencies


Disciplines > Leadership > Leadership actions > Boyatzis' management competencies





This is a set of competencies identified by Boyatzis (1982). through critical incident research.

Efficiency orientation
Focusing on objectives, tasks and achievements. Setting challenging goals and supporting appropriate planning. Facilitating overcoming of obstacles. Encouraging people to act in this way.

Concern with impact
Demonstrating a significant interest in power and its symbols. Use of power-oriented behavior such as using various methods of influence, seeking positions of power, etc.

Proactivity
Showing a strong belief in individual self-control and self-driven action. Acting without waiting for full agreement or authorization. Taking responsibility for actions. Acting to dissuade defensive and risk-averse behavior.

Self-confidence
Showing belief in self, values and ideas. Able to talk decisively and take confident and decisive action. Communicating this self-confidence to others and hence instilling confidence in them.

Oral presentation skill
Able to speak well, using effective language, modes of speech and body language. Uses effective symbolism and metaphor in words and actions. Appropriate use of visual aids.

Conceptualization
Uses inductive reasoning to identify patterns and relationships. Able to create models and symbols to communicate these concepts. Uses synthetic and creative thinking to develop further ideas and solutions.

Diagnostic use of concepts
Able to use deductive reasoning to convert models and ideas into specific instances and possibilities. Concepts are turned into practical and useful tools.

Use of socialized power
Developing networks and hierarchies of people and mobilizing them to to achieve specific ends. Acts as a person in the middle to resolve conflicts and bring people together.

Managing group processes
Building the identity of groups and people in them. Building common goals and objectives. Developing group roles. Creating ways of working together and facilitating teamwork.