Leadership Competency Model

The present case study outlines the importance the leadership skill and identifies it as the most sustainable competitive edge in a progressively more competitive and boundary less business world (Hoch and Dulebohn, 2013). The case study on performance coaching with reference to the role of Darcy Gallagher gives the opportunity to comprehend the qualities and skills that need to be nourished to become an effective leader. The kingpin of the case study is the important elements of competency that affect the leadership outcomes and are influenced by the individual characteristics of the leader as well. The main purpose of the Coaching Performance to be conducted at Elmwood is to develop responsiveness to coaching facilities that are available in the daily work routine and aids the mangers to identify the problems of the members, the prompt responses to address their problems and add to the contribution made for long term career growth of the leaders as well as their subordinates.

“Competency models describe the behaviors and skills managers need to exhibit if an organization is to be successful” (Hughes, Ginnett, & Curphy, p. 252). In many organizations, competency models can differ between the different hierarchies of managers. As a person’s leadership role evolves so do the behaviors and skills he or she must possess to be an effective leader. This statement holds firm as with the case of Andra Rush.

The formula of Credibility is Competence, Caring, and Character. Credibility is your reputation for being trustworthy- trustworthy to perform your work with excellent; care about those you work with and for; to live by high ethical, corporate, and personal values; and to deliver on your promises. In short, your credibility is the degree to which others believe or trust in you (Cardon, 2013). The key aspect of Competence is and individual that seems to have all the necessary skills to accomplish a job. Competence “refers to the knowledge and skills needed to accomplish business tasks, approach business problems, and get a job done”. “Most people will judge your competence based on your track record of success and achievements” (Cardon, 2013).

I. Today I would like to inform you on how to enhance your credibility when making conversation at work-related social events. Dr. Victor Fund said, “A good leader is probably no different in any culture in the sense that a good leader must have credibility.”

The two competencies that should be associated with teaching an evaluating leaders in a clinical setting should consist of distinct professional competency and valuing specific training in clinical supervision. I believe these leadership competency will composed of a body of knowledge, skills, and attitudes appropriate to the competency area. Bernard and Goodyear (2013) describes supervision skill training are an essential knowledge which is gained through development of actual supervision of other. These acquired knowledge and developments are the foundation of one competencies level when positioned to supervise, train, and increase other mental health professionals learning experience. (285).

Most leaders establish credibility through their high ethical character and being a role model by being honest and trustworthy (Griffith & Dunham, 2015). Research states that if leaders are honest, have the ability to inspire, and are competent they are exhibited by the types of individuals who had earned credibility. Credibility is the foundation of leadership and this credibility is determined by the employees or “followers” (Mitchelson, 1995). Leaders made others feel important, empowered others, appreciated others, and assisted others with their development. As well, the admired leaders demonstrated optimistic "can do" spirit based on challenging yet realistic visions and philosophies. The leaders earned credibility because they lived

King provides an excellent illustrated graphic to help integrate the ethical decision-making process with the process for integrating values-aligned leadership. He then goes on to provide brief descriptions of traditional theories in applied ethics with a flow chart to illustrate. These two together provide a useful overview to give insight to the reader for discerning how the presented case about Enron fits into the Values-Aligned Leadership Model and provides real world application in my work.

I was once told by one of my previous managers that they wished the entire office was full of little clones of me. At first I was confused. Why would you want an entire office filled with me? But after further clarification and reflection on it, I realized the intention of the compliment. Not only did I have the professional attitude and image, I had the work ethic and company knowledge to back it up. I just wished that I had the ability at the time to make everyone else there care about their performance and take pride in building up the company as much as I did. That is why I believe my greatest strength, based on the AAA Leader’s competency model is Company Stewardship, and the thing that I have been working on developing most

Q1) Given the description of the leadership situation facing the airplane crash survivors described on pages 2-3, how would leader-member exchange (LMX), the normative decision model, the Situational Leadership theory, the contingency model, and the path-goal theory prescribe that a leader should act?

Chapter sixteen discusses various leadership theories which can implemented by leaders to achieve success. The choice of leadership theory differs from leader to leader as they possess different vision and way of managing. A theory isn 't always perfect in itself, it is the endless effort of the leaders which makes the theory a perfect one. Two approaches of leadership that I prefer are Situational Leadership Theory and Servant Leadership Theory. Among many theories I prefer these two because I tend to practice those principles most of the time and I assume these are theories that I truly tend to continue in a long run.

The dynamics of leadership-follower relationships has grown in the last two decades because of a growing discussion in leadership literature (Popper & Mayseless, 2002) as cited in Avolio. Many companies, which were small 20 years ago have emerged as leaders in the market, overtaking their once larger competitors. These firms internally have revamped the way they do business. They have focused on making changes to their managerial process, thereby creating a competitive advantage (Tichy & Devanna, 1990). The authors go on to say that although traditional managerial skills are important they are not sufficient to bring about organizational transformation. Transformational change will come by

The research project benefiting an area of leadership scholarship that I found was based on the theory of developing leadership. Becoming a leader over the past twenty years has changed drastically. Up to this point there is little knowledge about how leadership develops over time. Looking back at the industrial age many perceived leadership as achieving goals and increasing productivity. These attributes are more commonly associated with those of a typical manager. This type of leader-centric view has changed to become a collaborative relational process. With all of the rapid advancements in technology this thought process has changed drastically. Other factors that affected the view of leadership include increased globalization, complexity, and interconnectedness. With all of these advancements there have new ways of handling management. These new styles include collaboration, ethical action and moral purpose. Although scholarship exists that describes these leadership approaches, none offers a theoretical model of how this kind of relational leadership develops (Komives, Owen, Longerbeam, Mainella, Osteen). The objective for this study is to gain additional knowledge in regards to the processes a person experiences in becoming a leader identity.

James Kouzes and Barry Posner wrote a leadership book entitled “Credibility: How leaders gain and lose it, why people demand it” (“Credibility”). It was written specifically for managers because, while academia had a wealth of research regarding credibility, little had been directed toward managers (Kouzes & Posner, 2003, p. 276). The edition selected for review was published in 2003. The purpose of this paper is to examine the leadership theories it contains, both explicit and implicit.

Over the years, scholars and management theorists have cultivated several leadership styles that they have encouraged people to apply and try to implement. However, most of these theories have shown various short comings. Typically, none of these styles has proven to work best in diverse situations. In the late 1960’s, the Situational Leadership Model was developed. In this paper, I will discuss the details about the situational leadership model. In detail, the paper begins with a defined introduction of what the situational leadership model is about and an interpretation of its origination. An outline of the model will follow after which a discussion about the benefits and drawbacks of this model will shortly follow.

– Honesty, more than a masteral or doctorate degree, is what gives credibility. And credibility is essential because it is a leader’s link to the people. It is what makes the people look to one direction, follow a common vision, and perform a uniform act. In short, credibility is what makes people follow the leader.