Leadership Competencies

Leadership Competencies

Competencies are hardly new. The early Romans practised a form of competency profiling in attempts to detail the attributes of a 'good Roman soldier'. The leadership literature is replete with research attempting to define the characteristics of a 'good leader'. Pioneered by Hay/McBer founder David McClelland in the early 1970s, as an organisational model, it wasn't until the early '90s that competencies gained real influence. This influence continues today, giving leaders and organisations a clearer view and more reliable predictor of success than relying on IQ alone.

Competencies are context bound - they are a guide to the knowledge, skills, behaviours and attitudes required to perform to an acceptable standard in a particular role. Further, the best experiences of organisations developing competencies ensure that they evolve in line with changing business strategy, rather than stay fixed in time.

Dattner Grant, utilising the best of the competency research and our extensive experience of leadership in organisations, is well equipped to assist organisations in defining the unique competencies required by their leaders to fulfil the goals of the organisation and, in doing so, build their own leadership capacities. Further, we can help organisations roll out their competency framework so that their people understand its benefits and uses in the context of the organisation's strategic goals.

For further information, please contact us.