Trends in leadership competencies for the 21st century

1. Trends in Leadership
Competencies for the 21st century
Presenters:
Alika Koshy
Pratishtha
Saini
Ribhu
Vashishtha

2. Five Major Themes
1. Global Leadership Competency Model
2. Leadership Zone Model
3. Strategic Leader Competencies
4. Four Trends for the Future of Leadership
Development
5. Competencies required for a successful
managerial career

3. Global Leadership Competency
Model
Leadership is a complex process involving the
interactions of not only between leaders and
followers but leaders, followers and situations.

5. Global Leadership Competency Model

6. The Leadership Zone Model
 Reflection: Today’s leaders recognize and expand
the limits of their knowledge and abilities.
 Society: Promote their own success by acting with
the greater good in mind.
 Diversity: Respect and make positive use of key
differences including gender, age, ethnicity,
nationality, and points of view.
 Ingenuity: Re-think core assumptions to respond to
new threats and opportunities.
 People: Motivate people through strong relationships
based on mutual trust.
 Business: Make the plans and hard decisions to
sustain long-term success.

7. The Leadership Zone Model

10. Strategic Leadership
Strategic leadership refers to a manager’s potential to
express a strategic vision for the organization, or a part of
the organization, and to motivate and persuade others to
acquire that vision. Strategic leadership can also be
defined as utilizing strategy in the management of
employees. It is the potential to influence organizational
members and to execute organizational change.
Looking across the existing literature on strategic
leadership, the current lists of Army strategic leader
competencies, and the future environment of the
Objective Force, six meta competencies can be derived:
identity, mental agility, cross-cultural savvy, interpersonal
maturity, world-class warrior, and professional astuteness.

11. Strategic Leader Competencies
1. Visioning
 The Visioning Process
2. Leading Change
 The Process of Leading Change
3. Interpersonal Skills
 Developing Strong Interpersonal Skills

12. Visioning
 Without a clear vision of where an organization is
going there can be no road map or strategic plan
to get it there.
The Visioning Process
 Assessment of the organizational and operational
environment.
 Projection of likely future states of the organization.
 Development of a desired end state.
It challenges leaders’ creativity and intuition for they play
critical roles in the process. The ability to successfully vision
does not require superior intelligence; rather, it requires
leaders with cognitive capabilities who can think in complex
ways over longer periods of time. It is about understanding the
chain of cause and effect to understand the effects of actions

13. Leading Change
 Two sources of Change:
1. Internal Change
2. External Change (Globalization)
To effectively lead change in this chaotic global
environment, strategic leaders must understand the
process for leading change, how to create an
organizational culture that encourages and embraces
change, and recognize their own personal
preferences that can potentially hinder their ability to
lead change.

14. The Process of Leading Change
1. Establishing a sense of urgency by showing both the
benefits and the necessity for change.
2. Creating a guiding coalition with enough power to lead
the change.
3. Developing a vision and strategy to direct the change
and achieve the vision.
4. Communicating the vision throughout the organization;
empowering a broad base of people to reduce obstacles
and encourage risk-taking.
5. Generating short-term wins to validate the programs and
keep the vision credible.
6. Consolidating the gains made and producing more
change.
7. Anchoring the change in the organizational culture to
ensure that the organization remains future focused

15. Interpersonal Skills
 While interpersonal skills are important at every
level of leadership - direct, organizational, and
strategic - the strategic level presents unique
challenges. Not only are responsibilities and
authorities greater at the strategic level, strategic
leaders deal internally with many diverse groups
and spend a significant amount of their time
operating externally when interacting with outside
agencies, government organizations, and even
foreign governments. Strategic leaders can’t rely
on directive leadership alone but are forced to
use their ability to influence, build consensus, and
negotiate.

16. Developing Strong Interpersonal
Skills
The importance of interpersonal skills at the
strategic level cannot be overstated. There are
ways to not only assist leaders in developing these
interpersonal skills, but also to ensure that leaders
without the requisite skills don’t advance. We
generally recognize leaders who possess strong
interpersonal skills as effective team-builders who
are respected not only by their superiors, but also
by their peers and subordinates.

17. Four Trends for the Future of
Leadership Development
1. Increased focus on ‘vertical’ development
(developmental stages).
2. Transfer of greater developmental ownership to
the individual.
3. Greater focus on collective rather than
individual leadership.
4. Much greater focus on innovation in leadership
development methods.

18. Kegan’s Adult Levels of
Development
 3 – Socialized mind: At this level we are shaped by
the expectations of those around us. What we think
and say is strongly influenced by what we think others
want to hear.
 4 – Self-authoring mind: We have developed our
own ideology or internal compass to guide us. Our
sense of self is aligned with our own belief system,
personal code, and values. We can take stands, set
limits on behalf of our own internal “voice.”
 5 – Self-transforming mind: We have our own
ideology, but can now step back from that ideology
and see it as limited or partial. We can hold more
contradiction and oppositeness in our thinking and no
longer feel the need to gravitate towards polarized
thinking.

19. Adult Levels of
Development

20. Transfer of Greater Developmental
Ownership to the Individual
 What is the one thing they are working on that will
require that they grow to accomplish it
 How they are working on it
 Who else knows and cares about it
 Why this matters to them

21. The Current Evolution: The Network
Form
An advanced network organization is characterized by
continuous investment in training and education for all of
its member firms.
 Network firms are able to achieve maximum leverage of
their core competencies by relying on their external or
internal partners to perform other activities on the value
chain.

22. Twenty-First Century Organizations:
From Network to Cellular
 Network organizations are flatter than their predecessors,
and rely more heavily on partner relationships to conduct
their business.

23. Taking action
1. A managerial career is increasingly becoming a do-it-yourself
project.
2. The overall mix of managerial competencies required by
each major type of organization is well known.
3. People who are just beginning their professional careers
should think of an organization as something to create
rather than join.

24. References
1. Becker, C. B. (2007, March 1). STRATEGIC LEADER COMPETENCIES FOR THE
TWENTY-FIRST CENTURY.
2. Brent B. Allred, C. C. (1996). Characteristics of Managerial Careers in the
21st Century. 10(4), 12.
3. Campbell, N. M. (2006, December). Correctional Leadership Competencies
for the 21st Century.
4. Chin, C. O. (2006). Global Leadership Competence: A Cultural Intelligence
Perspective.
5. Contino, D. S. (2004). Leadership Competencies: Knowledge, Skills, and
Aptitudes Nurses Need to Lead Organizations Effectively. Critical Care
Nurse, 11.
6. Loew-Arth, B. (n.d.). Developing 21st Century Leaders Who Make a
Difference: 2011 Research Findings.
7. Perrin, C. (n.d.). Developing the 21st Century Leader. Achieve Global, 32.
8. Petrie, N. (2011, December). Future Trends in Leadership Development.
9. Wong, L. (2003, September). STRATEGIC LEADERSHIP COMPETENCIES.

25. Thank You.