Leadership Competencies for Succesful Change Management

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A Preliminary Study Report Prepared by: Milan Pagon, Emanuel Banutai, Uroš Bizjak University of Maribor, Slovenia

1.1 Competencies in General
A competence in general can be understood as the ability of an individual to activate, use and connect the acquired knowledge in the complex, diverse and unpredictable situations (Perrenoud, 1997, in Svetlik, 2005). Gruban (2003) defines competencies as the ability to use knowledge and other capabilities, necessary for successful and efficient accomplishment of an appointed task, transaction of work, goal realization, or performance of a certain role in the business process. Competencies encompass knowledge, expertise,
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Despite diverse definitions and different understanding, competencies can be understood as cognitive, functional and social abilities and skills, including all individual resources one can use for performing diverse tasks in various areas, gaining required knowledge and achieving good results. Every competency is based on a combination of mutually linked cognitive and practical skills, knowledge, motivation, orientation values, beliefs, emotions, and other social and behavioral components, applicable as a whole in an efficient activity (OECD, 2002; cited in Svetlik, 2005).

1.3 Competency Model
A competency model was developed for this study (Figure 1), based on a comprehensive literature review. The model starts with the antecedents of competency development.


Antecedents of Competencies Development

An antecedent is here understood as a precondition for a leader’s individual competency development. One of the purposes of this study is to find out to what extent a particular antecedent is actually associated with a particular leadership competency. Literature review identified various antecedents. However, our model includes the following antecedents: • • • • • Primary socialization, Work introduction, Consulting, Characteristic of the environment, and Work

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