Paying Attention Pays Off for Andra Rush

Three different leadership competencies and styles I will discuss today, all of which are the most commonly practiced in today’s society, are participative, crisis, and autocratic leadership. I will also discuss listening, communication and encouragement as leadership competencies. Each of these styles can be used throughout a leader’s tenor, the needs at that time would dictate the style which is used for that particular situation. However, only one style can be used at any given time. Participative leadership requires that an employer ask and listen to one’s employees. Then act on their wishes, within reason, and when proper resources are available. Being an autocratic leader means, that the manager runs their work area, without feedback or very limited feedback

Leadership comes in different forms and in different aspects of life from private business to government entities (Wren, 1995, p. 5). The models of leadership used are dependent upon the individual attributes of the leaders, for example traits, values, self-identity, skills, and competencies (Yukl, 2013, p. 136). A close look at select leadership models and how they compare and contrast with each other provides insight into the types of leadership that might be employed within organizations as they face various leadership issues and challenges.

Having served in the military for over twenty years had giving me many competencies that I am able to use in everyday business. The military gave me the work ethics, teach me how to be responsibility and the sustainability to deal with problems. I believe that I measure up at a high level by comparing the competencies in the book and my own skills. The competencies which are a collection of knowledge, skills and attitudes that allow employees to be successful at numerous of comparable tasks are also used to distinguish between high and low performer’s employees. If a manager is not responsible the subordinates will not listen at the established company rules. The manager needs to lead by example, if he or she wants to get his employees respect.

The two core competencies that have decide to write about are individual differences and leadership. These are two competencies that are extremely important on a daily basis, especially in the workplace. Individual differences are the variations from different individuals, such as culture, personality, perception, demographic factors, skills, and attitudes. It is important for individual differences to be recognized and taken into consideration when it comes to managing any organization. Leadership is just as critical because it is the influence within an organization that has a meaningful impact. Leadership maximizes individuals’ efforts so key goals can be achieved. It is important to note that just because you manage an organization, that does not mean that you are leading the organization. In a way, leadership is also the ability to turn a vision into a reality. I chose these two diversity management core competencies because individual differences are something you see everywhere, whether it’s in an organization, group or team, and leadership is something that no organization or group can have success without. I also chose leadership because my supervisor at work is a great leader and she is constantly leading by example, so I can relate to it personally and it is something I really respect and appreciate.

Accomplish the mission by cultivating competence is my leadership philosophy. Competence is “the ability to do something successfully or efficiently” . It refers to the asset of knowledges and skills required to perform a given activities. My career field requires skills and adherence to technical instructions in every technical task. To achieve this, in my daily management I prioritize the discipline, the exemplary, and the courage. These values have marked my view of leadership throughout my career, by professional and social experiences, observations and our cultural realities.

Visioning is the first step, but there are other competencies that are important to managing and controlling the direction of a company’s path. By putting together a list of these competencies, an individual/company as well and will also be able to deal with change and manage the effects of change. The key competencies that have the most impact on career development and change in management are:

A skills approach takes a leader centered perspective on leadership with more emphasis on the skills and abilities that an individual can learn. Using Katz’s 1955 model, the three-skill approach suggests that effective leadership depends on three essential personal skills: technical, human, and conceptual. The technical skill is knowledge and skill in a type of work or activity while the human skill is the ability and knowledge around working with people. Human skills involve people, technical involve working with things, and conceptual skills involve working with ideas (Northouse,

Leadership and Management are two topics studied quite thoroughly within the academic world, there is even a “suggestion that the construct has been studied more extensively than almost any other aspect of human behaviour (Higgs, 2003). It is for this reason there is research condensed into different sectors for the thesis. However, with an opening in literature for a topic that may not have been researched as much as the rest, Mike Young and Victor Dulewicz have focused their study on high-performance competencies in the British Royal Navy which stems from similarities and differences between leadership and management.

The is no magic formula in developing a competency-based model. Nonetheless, the key to any model is doing something that works for the firm. Do not copy another business competency model as there are too many variables from the organizational culture to company goals. Recall a competency-based model measuring the learning of skill or task vs. the time it takes to accomplish the job (Kadam, 2017). Once a person masters a specific ability then he or she is moved to the next training phase.

It’s weaknesses are: 1) the extensiveness of the Skills Approach seem to expand further than the boundaries of leadership, 2) it can not explain in specifics how skills lead to the effective performance of a leader, 3) although it claims not be a trait approach model, a huge component of it does in fact include individual attributes, 4) it may need to be proven in generalized organizations and populations because findings were constructed using only military personnel in the armed services. (Northouse, 2010).

Jeff has a unique management style. He invokes loyalty from his employees and most of them see him as a colleague. He has a distinctive, loud laugh that he uses to “charm and disarm” people. He is known as a fun person to work with, but his employees and investors know that he is serious about his company.

According to the author HR managers require technical competencies. HR personnel should be able to recruit, train, select, evaluate and motivate employees. Initiative abilities are administration aptitudes and practices that add to prevalent execution. By utilizing a competency-based way to deal with initiative, associations can better recognize and add to their up and coming era of leaders. Essential administration abilities and worldwide skills have been characterized by analysts. Be that as it may, future business patterns, and system ought to drive the improvement of new authority skills. While some initiative capabilities are key to all organizations, an association ought to likewise characterize what administration credits are unmistakable to the specific association to make upper hand.

The skills approach focuses on the ability to use one’s knowledge and competencies to accomplish a set of goals and objectives. In terms of these competencies, the skills approach identifies three particular competencies that are related to strong leadership which include: technical skills, human skills, and conceptual skills. In terms of these competencies, Angela Merkel has demonstrated strong qualities, made influential decisions, been elected through a public election process, and received numerous accolades that indicate she has a high level of proficiency and effectiveness in all three aforementioned competencies associated with the skills approach.

The Standard Competency Model competency model that is implemented at Barker Foods must be focused on identifying dimensions of performance applicable to many roles and situations but specifically on behaviors which are not unique to any specific role (Markus et al, 2005). Interpersonal awareness and appropriate social behaviors will foster a cohesive, productive environment, regardless of the position a person is in or the status of their organization.

On the other hand, like a satisfied worker, a competent employee is a prerequisite for any organizations. Hoffmann (1999) argued that different scholars conceptualized the term competencies in their own individual perspectives, such as psychologists termed competencies as ‘the measurement of capabilities’; HR managers called competencies as ‘individual performance and instrument of strategic management’; while educationists define competencies as ‘work preparation and professional recognition’ (Burogyne 1993). To avoid any conceptual ambiguities, this empirical study describes the term competencies as ‘the knowledge, skills, and attitude of an individual’. These three terms are further elaborated as: 1) knowledge- person range of information, 2) skill - level to utilize knowledge, 3) attitude - job-related thoughts, feelings and motivation (Masrek et al. 2012).