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Distributed Leadership

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Distributed Leadership
Leadership Competencies: Are we all saying the same thing?
Jeffrey D. Horey Caliber Associates 49 Yawl Dr. Cocoa Beach, FL 32931 horeyj@calib.com Jon J. Fallesen, Ph.D. Army Research Institute Ft. Leavenworth, KS jon.fallesen@leavenworth.army.mil

In the course of developing an Army leadership competency framework focused on the Future Force (up to year 2025), the authors examined several existing U.S. military and civilian leadership competency frameworks. We attempt to link the core constructs across the frameworks and identify similarities and differences in terms of their content and structures. We conclude that leadership competency modeling is an inexact science and that many frameworks present competencies that mix functions and characteristics, have structural inconsistencies, and may be confusing to potential end users. Recommendations are provided to improve the methods and outcomes of leadership modeling for the future. Table 1 represents many of the traits and characteristics commonly found in leadership competency frameworks. At first glance it may appear to be a comprehensive framework for leaders. It includes values (principled, integrity), cognitive skills (inquiring, thinking), interpersonal skills (caring, enthusiastic, communicating), diversity components (tolerance, respect, empathetic), and change orientation (open-minded, risk taking). Table 1 Sample Leadership Competencies Inquiring Caring Confident Enthusiastic Thinking Open-Minded Cooperative Independent Communicating Well Balanced Creative Integrity Risk Taking Reflective Curious Respect Principled Committed Empathetic Tolerance

Surprisingly, this is not an established leadership framework but rather a list taken from a 4th grade student profile guide. While a simplistic example, it illustrates both the universality of the competency concept and the potential confusion when associating a simple list of traits and processes with leadership.

WHAT IS LEADERSHIP? This, of course, is



References: Air Force Leadership Development Model. Retrieved October 6, 2003 from http://leadership.au.af.mil/af/afldm.htm. Army Leadership: Be, Know Do. (1999). Field Manual 22-100. Headquarters, Department of the Army, Washington, DC. Briscoe, J., & Hall, D. (1999). Grooming and picking leaders using competency frameworks: Do they work? An alternative approach and new guidelines for practice. Organizational Dynamics, 28, 37-52. Coast Guard Leadership Development Program. (1997). Commandant Instruction 5351.1. United States Coast Guard, Washington, DC. Cooper, K. (2000). Effective competency modeling and reporting: A step by step guide for improving individual and organizational performance. AMACOM. Executive Core Qualifications. Retrieved October 6, 2003 from http://www.opm.gov/ses/handbook.htm. Lucia, A., and Lepsinger, R. (1999). The art and science of competency models: Pinpointing critical success factors in organizations, Vol. 1. Wiley, John & Sons. Marine Corps Leadership Principles and Traits. Retrieved October 6, 2003 from http://www.infantryment.net/MarineCorpsLeadership.htm. Navy Leadership Competencies. Retrieved October 6, 2003 from http://www.ereservist.net/SPRAG/Leadership_Competencies.htm. Newsome, S., Catano, V., Day, A. (2003). Leader competencies: Proposing a research framework. Research Paper prepared for the Canadian Forces Leadership Institute. Available online at http://www.cda-acd.forces.gc.ca/cffi/engraph/research/pdf/50.pdf Shippmann, J., Ash, R., Battista, M., Carr, L., Eyde, L., Heskety, B., Kehoe, J., Pearlman, K., & Prien, E. (2000). The practice of competency modeling. Personnel Psychology, 53, 703-740.

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