State Of California Leadership Competency Model
June 2011State of CaliforniaLeadership Competency Model
Competency Model Overview
CompetencyFostering a Team rConflict ManagementExecutiveCompetenciesCompetenciesEthics &IntegrityPersonalCredibilityCoreBuilding Trust and AccountabilityClusters2
Competency ClustersCompetency ClusterFostering a nMaximizingPerformanceResultsBuilding Trust andAccountabilityPromoting a HighPerformanceCultureBuildingCoalitionsCore Leadership Competencies(applies to Supervisors,Managers, and Executives)Manager/SupervisorCompetencies Communication Interpersonal Skills Team Leadership Conflict Management Change Leadership Vision and Strategic Thinking Analytical Thinking Decision MakingExecutiveCompetencies Flexibility Global Perspective Organizational Awareness Customer Focus Planning and Organizing Thoroughness Forward Thinking Results Orientation Ethics and Integrity Personal Credibility Fostering Diversity Workforce Management Developing Others Influencing Others Relationship Building3
Comparison Between Manager/Supervisor and ExecutiveCompetenciesSome of the Manager/Supervisor Competencies focus on tactical knowledge, skills, abilities and behaviors. Thesesuccessful behaviors transition to a strategic focus at the Executive level. Therefore some of theManager/Supervisor behaviors that were linked to a specific competency, have been incorporated into one or moredifferent competencies at the Executive Level. The arrows reflect this linkage.Manager/Supervisor CompetenciesExecutive Competencies Flexibility Organizational Awareness Influencing Others Thoroughness Results Orientation Planning and Organizing Forward Thinking Customer Focus Global Perspective Conflict Management Relationship Building Developing OthersCore Leadership Competencies Communication Workforce Management Interpersonal Skills Analytical Thinking Team Leadership Decision Making Change Leadership Ethics and Integrity Vision and Strategic Thinking Personal Credibility Fostering Diversity4
Core LeadershipCompetencies
1. Fostering a Team Environment: CommunicationFostering a Team EnvironmentCommunication Gives and isreceptive to feedback Knows that listeningis essential Keeps othersinformed and ensuresfeedback is passed toothers appropriatelyProficiency LevelFirst-Level SupervisorSecond-LevelSupervisorManager Provides and receives timelyfeedback on performanceagainst stated goals Enables feedback flowup, down, and acrossthe organization byproviding and receivingfeedback Solicits regular inputfrom a variety of sourcesand provides feedbackacross the organization Listens attentively, andprovides full attention andnecessary time fordiscussion; asks follow-upand probing questions; readsnon-verbal cues Has frequent and ongoingcommunication with teammembers and supervisors,and ensures clearcommunication with otherparties when appropriateAdvanced Demonstratescommitment to listeningby seeking multiplesources of input,confirmingunderstanding, andtaking appropriateactions Clearly communicatesprogram objectives,performance, andprocess to teams,supervisors, andleaders; shares keypoints with stakeholdersand other partiesAdvanced Fosters a culture ofactive listening byseeking out and carefullylistening to others,coaching others onlistening, and makingdecisions based onstated facts Clearly communicatesdifficult messages andinfluences opinions ofteams, stakeholders,leaders, and executives;adapts style to variousaudiencesAdvancedExecutive Fosters an environment thatencourages feedback from internal andexternal sources Creates an environment thatencourages and supports activelistening throughout the organization;models active listening in interactionswith others and coaches others on theart of listening and communication Clearly communicates sensitive anddifficult information using the appropriatecommunication style for the audience;effectively persuades and influencesothers and demonstrates support forfinal decisions and outcomes of theorganization; effectively receives andprovides 360 degree feedbackthroughout the organizationAdvanced6
1. Fostering a Team Environment: Communication (Continued)Fostering a Team EnvironmentCommunication Uses a variety ofmethods to conveyinformation Strives for error-freecommunications Expresses clear andconcise ideas in ManagerExecutive Demonstratescommitment toinformation-sharing byusing accessiblemethods, maintainingknowledge base, andmeeting with leaders Demonstratescommitment toinformation-sharing bycommunicating acrossthe organization usinga variety of methods toensure accessibility Coaches/mentors the managementteam on identifying the most effectiveand appropriate method to conveyinformation based on the sensitivityand complexity of the information andthe intended audience Prepares and ensuresteam documents areaccurate,grammatically correctand in departmentspecific writing style,for self and teammembers Provides expliciteditorial feedback toothers and coachesteam in proper Englishwriting conventionsand departmentspecific writing style Championsinformation-sharing byestablishing,implementing, andmonitoring processesto disseminate andgather key informationto and from all relevantstakeholders Ensures writtencommunications areclear, concise,relevant, and accurateProficiency LevelAdvanced Reviews, providesfeedback on, andissues documents thatmeet or exceedexpectations for clarity,relevance, accuracy,and focusAdvanced Establishes, definesand ensurescompliance withdepartment writingstyle and standardsand manages teamperformance againststandards Establishes organizationalexpectations for the delivery of errorfree communications; ensures thatstaff has the tools and resources tomeet the expectations; monitors theorganization’s performance againstexpectations and holds staffaccountable for accurate and timelycommunications Sets, communicates,and actively works toraise expectations forwritten expression andstyle with team Clearly conveys sensitive, complex,urgent or highly visible issues insimple terms that can be easilyunderstood by the audience; is awareof the impact of one’s executive levelwithin the organization whencommunicating with othersAdvancedAdvanced7
1. Fostering a Team Environment: Communication (Continued)Fostering a Team EnvironmentFirst-LevelSupervisorCommunication Organizes writtenideas Uses graphics andother aids to clarifyideasProficiency LevelSecond-LevelSupervisor Develops documentsand presentationmaterials that areorganized, easy-tofollow, and tailored tothe audience Reviewsdocumentation toensure thatcommunications areorganized, easy-tofollow, relevant, andappropriate Identifies and developsvisual aids or graphicsto support writtencommunications Reviews and providesfeedback to improveteam's use of visualaids or graphicsAdvancedAdvancedManagerExecutive Approves and signs offon internal and externalcommunications afterensuring documentquality standards aremet and ensuringcompliance withregulations Approves and signs offon internal and externalcommunicationsrequiring the highestlevel of review;recognizes when themost sensitive orcomplex documentsneed to be rewrittenand provides guidance Coaches others ondeveloping creativevisual aids and graphicsthat simplify complexmessages tostakeholdersAdvanced Clearly articulates theneed for visual aids andgraphics to explain acomplex or sensitivetopicAdvanced8
2. Fostering a Team Environment: Interpersonal SkillsFostering a Team EnvironmentInterpersonalSkills Effectivelyapproachesothers withsensitiveinformation Understandsthe unspokenmeaning of ond-LevelSupervisorManagerExecutive Develops and appliesappropriatecommunication style to asituation while maintaininga professional approachand positive image;considers theorganizational culturewhen developing andapplying the appropriatecommunication style Tailors communicationstyle to a wide range ofsituations while maintaininga professional approachand positive image;considers the organizationalculture when developingand applying theappropriate communicationstyle; provides guidance toteam Knows when to share information, howmuch information to share and who toshare information with, particularly insensitive situations; adapts thecommunication accordingly whilemaintaining a professional approach andpositive image; considers theorganizational culture when developingand applying the appropriatecommunication style Effectively perceives andresponds to non-verbalcommunication cues andsub-messages, andapplies lessons from pastexperiences; recognizesone’s own and staff'sstressors and seeksappropriate tools andtechniques to effectivelyaddress stressfulsituations Analyzes and respondseffectively to non-verbalcues and coaches others onthe analysis of unspokensub-messages; recognizesone’s own and staff'sstressors and usesappropriate tools andtechniques to effectivelyaddress stressful situations Uses a variety of strategies forcommunicating information tovarious audiences, particularly insensitive situations, whilemaintaining a professionalapproach and positive image;considers the organizationalculture when developing andapplying the appropriatecommunication style; mentorsteam on adapting personal styleto fit the situationAdvancedAdvanced Effectively assesses andresponds to non-verbal cues andunspoken, complex submessages; leads others todevelop perception skills;recognizes one’s own and staff'sstressors and leads others in theuse of appropriate tools andtechniques to effectively addressstressful situations Assesses and responds to non-verbalcues and unspoken complex submessages to identify the concerns andinterests of others; understands theimpact of organizational history and thepast and current interactions of executivemanagement and stakeholders; mentorsothers in the development of perceptionskills; recognizes one’s own and staff'sstressors and mentors others in the useof appropriate tools and techniques toeffectively address stressful situationsAdvancedAdvanced9
2. Fostering a Team Environment: Interpersonal Skills (Continued)Fostering a Team s Understandsstrengths anddevelopmentareas of others Makes othersfeel respectedand heardProficiencyLevel Identifies strengths anddevelopment areas inothers; develops plansand tools to buildstrengths and closeperformance gaps Practices active listeningand creates an pervisorManagerExecutive Creates an environmentthat encourages selfdevelopment and allocatesdevelopment resources andtools for team Matches team members to jobssuited to their strengths anddevelopment needs and builds anenvironment that supportsemployee development Identifies the strengths and weaknesseswithin the organization and developsplans to maximize the strengths andminimize the weaknesses and developstaff to meet the strategic objectives ofthe organization Excels as an activelistener, promotes a safecommunicationenvironment, and askseffective probing questionsAdvanced Models active listening forothers; ensures people feel theyare heard and understood;ensures a safe communicationenvironment, and seeks andexchanges information effectivelyAdvanced Creates an environment that supportsactive listening and respects input fromothers; ensures a safe communicationenvironment and creates trustAdvanced10
3. Fostering a Team Environment: Team LeadershipFostering a Team EnvironmentTeamLeadership Sets teamstructure Organizes,leads, andfacilitates rSecond-LevelSupervisor Establishes andcommunicates team roles,responsibilities, goals, anddeliverables; matchesteam members’ roles andresponsibilities to theirstrengths anddevelopmental areas Monitors and communicatesteam activities andrecognizes impact onstakeholders Facilitates internal teamdiscussions to encourageparticipation andenthusiasm; resolvesconflicts effectively; knowswhen to escalate issuesSkilled Proactively solicitsparticipation from team andstakeholders to create apositive and supportiveenvironment; managesconflicts effectively; knowswhen to escalate issuesSkilledManager Communicates progress tostakeholders; communicatesobjectives to the team leader;anticipates team andstakeholder challenges andplans contingenciesExecutive Approves the team charter and setsthe expectations for the team;authorizes funding and resources forthe team Engages internal and externalteam members to manageconflicts effectively; knowswhen to escalate issues Serves as the executive sponsor forthe team; serves as a champion forthe team to senior management andstakeholders; clears obstacles crossfunctionally; ensures that the team’svision remains clearAdvancedAdvanced11
3. Fostering a Team Environment: Team Leadership (Continued)Fostering a Team EnvironmentFirst-LevelSupervisorTeamLeadership Promotes teamcooperation lSupervisorManager Identifies team groundrules and creates anenvironment of respect forteam members Communicates importanceof teamwork and respect,and recognizes effectivecooperation Serves as a role model inpromoting teamwork andrespect within both internaland external teams Manages team goalseffectively, monitorsperformance, andrecognizes positiveindividual and groupperformance; celebratessuccesses Leads teams in tacklingchallenges; providesfrequent and candidperformance feedback toclose gaps; celebratessuccessful performance Leads teams in tackling thetoughest challenges; closelymanages performance, andcelebrates ve Creates an environment thatpromotes teamwork and respect;maintains regular contact with theteam to assist them in adapting toany changes in direction or tofacilitate overcoming obstacles Recognizes the team’s efforts andshows appreciation; celebratessuccessesAdvanced12
4. Creating Organizational Transformation: Change LeadershipCreating Organizational TransformationChangeLeadership Develops newapproaches Identifiesbetter, fasteror lessexpensiveways to dothings Encouragesothers to valuethe potentialbenefits ofchange and toeffectivelyadapt d-LevelSupervisorManagerExecutive Identifies inefficient areaswithin unit and generatesnew ideas andrecommendations Engages team members orstakeholders who areresistant to change andgains their support andcommitment Successfully leadsdifficult change efforts withbroad impact; works withexecutive leaders and/orstakeholders to overcomeobstacles Creates a culture of change and innovationwithin the organization; aligns change effortswith the vision and strategic goals of theorganization; facilitates the managementteam’s efforts to overcome obstacles Encourages innovativesolutions from teammembers; serves as arole model for change bystriving for continuousimprovement Develops innovativeapproaches to addressinefficiencies and streamlinecomplex situations Generates innovativeideas that are strategicallyaligned with departmentgoals Encourages internal and externalpartnerships and collaborations fororganizational improvements; providesaccess or opportunity to resources tosupport change efforts Understands andeffectively communicatesthe reasons for change toteam members; supportsteam members’ efforts toadapt to change Serves as a role model forvaluing the potential benefitsof change; encourages teamto adapt to change byaddressing their concernsthroughout the changeprocess Serves as a changeagent; creates a positiveenvironment of excitementaround the potentialbenefits of change;supports the managementteam’s efforts to adapt tochange by facilitating theflow of information Understands when it is time for theorganization to change and what theorganizational and global impacts andconsequences of the change will be; createsthe vision for the change and articulates thebenefits and consequences to all impactedinternal and external parties; supports theorganizational change agents throughout thechange processSkilledSkilledAdvancedAdvanced13
5. Creating Organizational Transformation: Vision and Strategic ThinkingCreating Organizational TransformationFirst-LevelSupervisorVision andStrategicThinking Communicatesthe big picture Expressesvision to others Influencesothers totranslate visioninto actionProficiencyLevel Clearly describes theorganization’s vision,mission, strategies, andrationale Maintains anenvironment whereindividual and teamactivities contribute tovision; references visionin major communicationsand work plans Communicates link tovision in designing anddelegating assignments;encourages teammembers to contributeideas that support thevisionSkilledSecond-LevelSupervisor Integrates and implementsthe vision across multipleteams Explains vision objectives;encourages ownership ofvision Clarifies the vision byexplaining how it will impactteam and individual success;works collaboratively withteam to brainstorm an actionplan to implement the vision;sets objectives to put thevision into action throughpolicies and proceduresSkilledManager Integrates longer termvision into all aspects ofthe organization;encouragesimplementation of visionthrough strategic goalsand policies Establishes anenvironment that fullysupports the visionthrough integration andcoordination of significantteam activities Effectively communicatesstrategic value of thevision to stakeholders,staff and high-levelaudiences; sets goals toput the vision into actionthrough policies andproceduresSkilledExecutive Establishes or adjusts the department’sstrategic plan, goals and objectives to alignwith global changes, organizationalchanges, or input from key stakeholders;initiates the implementation of the vision andstrategic plan Initiates regular discussions of the visionand strategic plan with the managementteam; ensures that there is a clear “line ofsight” between tactical business plans andthe organization’s strategic plan Establishes an environment whereindividuals are recognized for putting thestrategic vision into actionAdvanced14
6. Maximizing Performance Results: Analytical ThinkingMaximizing Performance ResultsFirst-LevelSupervisorAnalyticalThinking Identifiescauses forproblems Approachesproblems bybreaking themdownProficiencyLevel Identifies causes forproblems related toprocesses, procedures ortechnical issues Breaks down specific orsimple tasks andproblems and delegatesto staff; analyzesinformation and providesoptions/recommendationsand potential solutions fordecision makingAdvancedSecond-LevelSupervisor Identifies causes forproblems related toprograms or processes in abroader context oforganizational resourcesand procedures Breaks down moderatelycomplex problems that affectmultiple units and delegateswork to other supervisors;develops findings,recommendations, andpotential solutions for avariety of audiences that aresupported by soundtechnical rationaleAdvancedManagerExecutive Identifies causes for problemsrelated to policy or more globalissues that affect theorganization Identifies causes for highly sensitiveproblems which may affect the organization,other departments and/or outsidestakeholders Breaks down significantlycomplex problems that affectseveral teams and delegateswork to other supervisors;develops findings,recommendations and potentialsolutions for a variety ofaudiences that are supported bysound technical rationale Considers politics, socio-economics, mediainterest, policy impact, cross-organizationalimpact, risk and legal implications whenbreaking down and delegating highlysensitive and complex problemsAdvancedAdvanced15
6. Maximizing Performance Results: Analytical Thinking (Continued)Maximizing Performance ResultsAnalyticalThinking Weighspriorities Recognizesactions andunderlyingissuesProficiencyLevelFirst-L
Leadership Competencies . 3 Competency Cluster Core Leadership Competencies (applies to Supervisors, Managers, and Executives) Manager/Supervisor Competencies Executive Competencies Fostering a Team Environment Communication Interpersonal Skills Team Leadership Conflict Management
UNESCO EDUCATION SECTOR 5 Systems thinking competency Anticipatory competency Normative competency Strategic competency Collaboration competency Critical thinking Self-awareness competency Integrated problem-solving competency Promotion of key competencies for sustainability ESD enables all individuals to contribute to achieving the SDGs by equipping them
1 Introduction 1 1.1 Background of the Study 1 1.1.1 Definition and meaning of Competency 2 1.1.2 History and Evolution of Competencies 8 1.1.3 Competencies for Sales Staff 12 1.1.4 The Sales Competency Model 19 1.1.5 ASTD Competency Model 20 1.1.6 Competency Mapping 24 1.1.7 Model of Competency Mapping 27
Leadership competencies are simply leadership skills and behaviors that contribute to superior performance within an organization. By using a competency-based approach to leadership, SWE is preparing to better identify and develop their next generation of leaders. SWE’s Leadership Competency Model was conceived, developed, and launched in .
LEADERSHIP DEVELOPMENT PROJECT COMPETENCY MODEL Kristen Mägis, Ph.D., June 2020 Senior Leadership & Professional Development Consultant 2 University Human Resources INTRODUCTION This document illustrates how the Leadership Development Project courses contribute to the OSU Leadership and Management Competency Model.
Leadership, Servant Leadership, Situational Leadership, Authoritarian Leadership, and Moral Leadership. Although each of these styles had some very positive characteristics, it was found that Spiritual Leadership allowed for various leadership approaches to be applied as needed and these approaches were designed
Core Competency Area 5: Observation and Assessment 43 Core Competency Area 6: Diversity and Dual Language Learners 47 Core Competency Area 7: Family and Community Relationships 50 Core Competency Area 8: Health, Safety, and Nutrition 54 Core Competency Area 9: Professionalism and Ethics 59
Competency Model, the Supervisory Competency Model, and now the General Employee Competency Model. Each of the competency models were developed specifically for public sector employees, and outline the specific skills and behaviors required for success on the job for the group of employees for which each model was developed. The finalized .
2.1 Competency Dictionary; in which competencies are described according to a specific competency model. The Competency dictionary is established according to the following format: Competency clusters: Represent a group of competencies that are naturally linked with one another as well as specific areas in HR.
