Leadership and leadership competencies have been of great interest throughout history. Until today many theories have been developed to identify effective leaders and thus enhance business success.
In the 20th century, the efforts for a socio-scientific and empirically proven research on leadership strongly intensified, resulting in trait theory of leadership in the 1920s. Trait theory subsumes all approaches of leadership research, which ascribe the decisive meaning to the leader’s personality. It revealed that leaders scored higher in the areas of intelligence, success in school, reliability, in acceptance of responsibility, activity and social integration, drive, self-confidence, socio-economic status in comparison to non-leaders. Despite of lacking empirical evidence for the validity of trait theory, it is nowadays still widely valued in the practice of corporate management, especially by those who hold leading positions and it should be considered along with other situational or behavioral variables.
Leadership competencies show in the areas of disposition, of management and of human resources. In the area of disposition, the leader has to be able to make well-evaluated decisions. Moreover, a good leader must be able to communicate and if necessary build up co-operations.
In the area of management, the leader needs four core competencies: first, the leader must be able to define measurable und reachable targets. Secondly, the leader has to be able to define a plan and prepare the implementation. Thirdly, the leader has to apply organizational measures for creating a framework for the implementation of planning results and structure the implementation process through formalized approaches. Fourthly, the leader must be able to control the results and the current achievement of the goals, without permanently observing the employees.
In the area of human resources, leaders have to be able to coordinate. Secondly, they should be able to delegate tasks, competencies and responsibility. Thirdly, leaders should understand how to motivate their associates. Fourthly, leaders should hold the competence to develop and support employees. Fifthly, leaders need to manage conflicts, since they are inevitable accompaniments of social interaction.
Inhaltsverzeichnis (Table of Contents)
- Executive Summary
- Table of Contents
- List of Figures
- List of Tables
- List of Abbreviations
- Introduction
- Trait theory of leadership
- Leadership competencies
- Leadership competencies within disposition
- Decision making competence
- Communicational competence
- Leadership competencies within management
- Competence of setting targets
- Planning competence
- Organizing competence
- Controlling competence
- Competence to enhance cooperation
- Leadership competencies within human resources
- Coordination competence
- Delegation competence
- Motivational competence
- Competence to develop and support employees
- Competence to manage conflicts
- Conclusion
- Bibliography
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper examines the core leadership competencies, focusing on their application in the business context. The paper aims to provide an overview of the key leadership competencies, exploring their theoretical foundations and practical implications.
- Trait theory of leadership
- Leadership competencies within disposition
- Leadership competencies within management
- Leadership competencies within human resources
- The importance of developing and supporting employees
Zusammenfassung der Kapitel (Chapter Summaries)
The introductory chapter provides a brief historical overview of leadership research, emphasizing the significance of trait theory in understanding leadership qualities. The chapter explores how trait theory identifies key personality characteristics that distinguish effective leaders from non-leaders.
The subsequent chapter delves into the specific leadership competencies, outlining their manifestation in various contexts. It examines the core competencies within disposition, including decision-making competence and communicational competence. This section explores how leaders make informed decisions under pressure and effectively communicate their vision to others.
Further, the chapter analyzes the leadership competencies within management, encompassing setting targets, planning, organizing, controlling, and enhancing cooperation. These competencies are essential for leaders to align their teams towards common goals and effectively manage resources.
The chapter on leadership competencies within human resources discusses the crucial roles of coordination, delegation, motivation, development, and conflict management in cultivating a high-performing team. This section highlights how leaders can leverage these competencies to empower their employees, foster a positive work environment, and achieve organizational success.
Schlüsselwörter (Keywords)
This paper focuses on the core leadership competencies, exploring the key themes of trait theory, decision-making, communication, management, human resources, and employee development. The work highlights the importance of these competencies in achieving successful leadership outcomes in the business context.
- Citation du texte
- Anja Böhm (Auteur), Mohammed Mosavi (Auteur), 2008, The core leadership competencies, Munich, GRIN Verlag, https://www.grin.com/document/161698
