Running head: COMPITENCIES

Leadership Competencies
Bernard Godfrey
Siena Heights University

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Leadership Competencies

Leadership competencies can vary depending on different factors. Some factors include
where one may be in the leadership chain or what their specific job is. Many people believe that
competence is the single most important factor in determining the degree in which a source has
credibility. (OHair, Friedrich, & Dixon, 2011, p. 423). Its easy for one to determine that
competency is an important aspect of leadership; however, what competencies can all leaders
use? According to a study of 332,860 bosses in the Harvard Business Review, Zenger and
Folkman (2014) found several competencies that managers at all levels need. The top 3 were
inspires and motivates othersdisplays high integrity and honestyand solves problems and
analyzes issues (para. 5). We will focus on these.
One can imagine that inspiration and motivation is an important competency in
leadership. It feels good to be inspired. Kerfoot (2012) says an inspirational leader creates
passion. It is about human beings and their experiences, not about heartless processes that
depersonalize people in organizations. (p. 243). She feels that a leader who inspires can make
workers enthusiastic, inspire passion, and unleash creativity (p. 243). It certainly makes sense.
According to Avramenko (2014) inspiration and motivation can energize workers, not by
pushing them in the right direction as control mechanisms do but by satisfying basic human
needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over
one's life, and the ability to live up to one's ideals. Subordinates want to feel good about
themselves, they want to feel like they matter, and they want to feel like they belong. Inspiration
and motivation are undoubtedly important competencies of a leader, but what about honesty and
integrity?

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It is not surprising that honesty and integrity was at the top of Zenger and Folkmans
study of competencies. The thought of a dishonest leader who has low integrity is unnerving.
Scarnati (1997) found that leaders who do not possess integrity and are not honest will not build
trust. He says Without trust, a co-operative and collaborative relationship with the others
cannot be attained. Trust is the catalyst that makes it possible for organizations to function.
(para. 10). One cannot argue that a leader, who is not trusted, could not be considered to have
integrity. Leaders have to maintain honesty in order to be trusted. This will lead to integrity.
Honesty is about being truthful, but integrity is the action. Goldman-Shuyler (2010) says that
Cultivating integrity requires that one be aware of oneself in action and generate attitudes
appropriate to the situation, rather than being reactive (p. 34). It takes consistent actions to
maintain integrity.
A large part of being a leader is solving problems. Reiter-Palmon, and Illies (2003) found
that workers in all types of jobs face issues. Solving these issues can be the key to the success of
an organization and solving problems creatively requires extensive and effortful cognitive
processing (p.55). Leaders need to have the cognitive abilities and willingness to exert the
effort. In 2010 Jablokow and Seasock wrote an article in Information Technology Management
called: IT leadership from a problem solving perspective. They studied 26 senior IT executives
of large organizations. They said as a problem solving leader, the CIO needs to understand the
prevailing problems of the organization, the problem solver, and the problem solving process.
(p.120).Their conclusion was as a problem solver, the CIO can work side by side with the board
of directors, the Chief executive officer, and other senior team members to work together to
manage change within and through the organization to the mutual benet of all. (p.120). It
simply benefits the leader to be a good problem solver.

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Competencies can differ from leadership role to leadership role; however, there are some
competencies that are imperative across all roles as a leader. First, leaders should be inspirational
and motivate the other members of the team. Being inspired increases enthusiasmraises
creativityand gives team members a sense of purpose. Second, honesty and integrity are
critical tools in a leaders list of competencies. One wants to know that they can trust that their
leader has the integrity to not only tell the truth, but do what is right. Lastly, a leader should be a
problem solver. When issues arise, the leader must analyze the situation and have the cognitive
ability to solve the problem. No matter what type of leader one is, mastering these competencies
will be a good foundation for being effective. They are the tools for success.

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References

Avramenko, A. (2014). Inspiration at work: Is it an oxymoron? Baltic Journal of

Management, 9(1), 113-130. doi:http://dx.doi.org/10.1108/BJM-07-2013-0110
Goldman Schuyler, K. (2010). Increasing leadership integrity through mind training and
embodied learning. Consulting Psychology Journal: Practice and Research, 62(1), 21-38.
doi:http://dx.doi.org/10.1037/a0018081
Jablokow, K., Jablokow, A., & Seasock, C. (2010). IT leadership from a problem solving
perspective. Information Technology and Management, 107-122.
Kerfoot, K. (2001). On leadership: From motivation to inspiration leadership. Nursing
Economics, 19(5), 242-243. Retrieved from
http://search.proquest.com/docview/236932737?accountid=28644
O'Hair, D., Friedrich, G., & Dixon, L. (2011). Strategic communications in business and the
professions (7th ed.). Boston, MA: Pearson Education.
Reiter-Palmon, R., & Illies, J. (2003). Leadership and creativity: Understanding leadership from
a creative problem-solving perspective. The Leadership Quarterly, 55-77.
Scarnati, J. T. (1997). Beyond technical competence: Honesty and integrity. Career Development
International, 2(1), 24-27. Retrieved from
http://search.proquest.com/docview/219368642?accountid=28644
Zenger, J., & Folkman, J. (2014, July 30). The Skills Leaders Need at Every Level. Retrieved
September 20, 2015, from https://hbr.org/2014/07/the-skills-leaders-need-at-every-level/