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Human Resource Management & Psychology| 2019

CHAPTER 4

LEADERSHIP COMPETENCY

Adibah Abdul Kadir1, Siti Hasliah Salleh2, Sarawati Johar3, Nur

Amalina Mohd Rosli, Fadillah Ismail5
1, 4,5Faculty
of Technology Management and Business, Universiti
Tun Hussien Onn Malaysia
2
Perdana School of Science, Technology Innovation policy,
Universiti Teknologi Malaysia
3
Centre for General Studies and Co-curricular, Universiti Tun
Hussein Onn Malaysia

adibah_kadir@yahoo.com1
sitihasliah@utm.my2
sarawati@uthm.edu.my3
meenarosli@gmail.com4
fadillah@uthm.edu.my5

4.0 DEFINITION OF LEADERSHIP

Leadership is a procedure by which an individual impacts other to
achieve a target and coordinates the association such that makes it
increasingly firm and cognizant (Sharma & Jain, 2013). This
definition is like Northouse's (2007) definition — Leadership is a
procedure whereby an individual impact a gathering of people to
accomplish a shared objective.
Dubrin (2007) characterizes leadership as "the capacity to rouse
certainty and backing among the general population who are expected
to accomplish hierarchical objectives." He further alludes to the
significance of relational impact through correspondence, the given of
requests, which makes others act or react with a particular goal in
mind and the craft of affecting individuals, which is likewise a
dynamic power that persuades. Puccio, Mance & Murdock (2011)
allude to the connection between change, initiative and imagination.
They stress that imaginative individuals and pioneers are one and the
equivalent, however recognize edge the way that compelling

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administration requires qualities, abilities and learning that lie outside

the extent of innovativeness.
Rowe and Guerrero (2011) keep up that "initiative is about impact.
“They likewise demonstrate that leadership works in gatherings, which
incorporates the accomplishment of objectives and sharing of targets.
Ungerer, Heroldt & Roux (2013) kept up that leadership isn't about in
them however about contaminating others. Consequently,
"Administration is the capacity to impact decidedly and sway on
circumstances and individuals so as to have any kind of effect.

4.1 DEFINITION OF COMPETENCY

McClelland characterized Competency as "a basic normal for a person
that is causally identified with foundation referenced powerful and
additionally prevalent execution in an occupation or a circumstance."
"Capabilities are nonexclusive information thought process, attribute,
social job or an expertise of an individual connected to unrivalled
execution at work." (Hayes, 1979).
Shermon (2004) contends that ability is a human trademark, which
enables him to perform work obligations or better deal with the
circumstance. These qualities are a lot of properties comprising of
information, aptitudes, attributes, social jobs and thought processes.
Qualities of conduct happen in a specific structure, which permits
distinguishing and estimating the fitness.
In the interim, another researcher Hogg (2008) contends that the
experts of HR made a qualification between the ideas of fitness and
competency in 1980s and these terms are utilized conversely. These
terms stress that ability is a style of conduct which each worker needs
to procure so as to accomplish more in an organization; moreover
capability is identified with the base benchmarks, which is appeared
by consequences of movement execution. Another researcher Ellstrom
(1997) presents that the expression "capability" is another elucidation
of skill, which are revealed through these components: errands;
representatives.
Taking everything into account, the terms skill, capability and
competency ideas are utilized as equivalent words, albeit three decades
prior, researchers differ on their shared characteristic. These ideas are
hard to isolate entirely as they are exceedingly related. Unquestionably
the ability relies upon worker's aptitudes, which he has, it is obvious in
the representative's conduct, and the other way around conduct

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indicates what aptitudes a representative has. There is likewise the

qualification of brilliance that set mid-level specialists and expert staff.
Rowe and Guerrero (2011) keep up that "authority is about impact.
"They likewise demonstrate that initiative works in gatherings, which
incorporates the accomplishment of objectives and sharing of goals.
Ungerer et. al. (2013) kept up that initiative isn't about in them yet
about tainting others. Subsequently, "Administration is the ability to
impact decidedly and sway on circumstances and individuals so as to
have any kind of effect.

4.2 DEFINITION OF LEADERSHIP COMPETENCY

Generally, leadership competencies refer to the ability to perform
certain tasks. Usually when a leader is competent, it will result in
better performance. In describing competencies for Malaysian Public
Sector Manogran (2000) defined competencies as follows:
Competencies are defined as a set of behaviour patterns that can
contribute to effective performance in the organization. It is also
defined as clusters of employee’s behaviors that generate superior
performance. Yet another definition views competencies as underlying
characteristics of a person that distinguishes outstanding performance.
Applebaunm & Paese described competencies as the “how” of
leadership. Thus, leaders need a set of competencies to do their jobs
well. They refer competencies as “specific skills and abilities that
impact” their leadership effectiveness.
Considering the above statement, it is evident that the essence of
leadership in a changing business environment includes the ability to
create a vision and excite people to achieve the impossible. Possession
of an external energy and an inner strength to pull through difficult
times; possession of a mental agility that enables them to make
effective decisions faster than most other people; supporting team
members to grow by empowering them; they must be emotionally
intelligent and enhance people’s confidence by understanding and
dealing appropriately with their emotions and concerns; and leading
change warrants integrity and trust from the leader.
In order to explore specific competencies and characteristics appearing
in different definitions it is important to reflect on some leadership
framework, in order to develop a future fit framework, which could be
more reliable in leading change. The leader competency framework of
the relevant company was based on business results, which has three

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dimensions, namely business direction setting, driving execution and

people engagement. The business direction setting was based on six
critical aspects, namely strategic thinking, business acumen, market
orientation, influencing others, integrity and values, and external
networking. Then, driving execution was based on seven vital aspects,
namely strategic action, information processing, judgment and
decision making, resource management, customer orientation, risk
management, programme and project management.

4.3 LEADERSHIP COMPETENCY MODEL

By and large, initiative skills allude to the capacity to play out specific
undertakings. Typically when a pioneer is skilled, it will result in
better execution. In portraying skills for Malaysian Public Sector
Manogran (2000) characterized capabilities as pursues: Competencies
are characterized as a lot of standards of conduct that can add to
successful execution in the association. It is additionally characterized
as groups of representatives practices that create prevalent execution.
One more definition sees skills as basic attributes of an individual that
recognizes exceptional execution. Applebaunm and Paese portrayed
capabilities as the "how" of authority. In this manner, pioneers need a
lot of abilities to carry out their responsibilities well. They allude
capabilities as "explicit aptitudes and capacities that sway" their
initiative viability.
Thinking about the above proclamation, it is apparent that the pith of
administration in a changing business condition incorporates the
capacity to make a dream and energize individuals to accomplish the
incomprehensible. Ownership of an outer vitality and an inward
solidarity to pull through troublesome occasions; ownership of a
psychological deftness that empowers them to settle on viable choices
quicker than most other individuals; supporting colleagues to develop
by engaging them; they should be candidly canny and improve
individuals' certainty by comprehension and managing suitably with
their feelings and concerns; and driving change warrants honesty and
trust from the pioneer.
So as to investigate explicit skills and qualities showing up in various
definitions it is vital to think about some authority structure, so as to
build up a future fit system, which could be increasingly solid in
driving change. The pioneer competency system of the applicable
organization depended on business results, which has three
measurements, in particular business bearing setting, driving execution

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and individual’s commitment. The business heading setting depended

on six basic viewpoints, to be specific key reasoning, business
sharpness, showcase introduction, affecting others, respectability and
qualities, and outside systems administration. At that point, driving
execution depended on seven essential viewpoints, to be specific vital
activity, data handling, judgment and basic leadership, asset the board,
client introduction, hazard the executives, program and task the
executives.

Figure 4.1: The Competing values framework

Source: Quinn, 1996

Today´s leader faces many paradoxes where either-or -decisions are

simply not possible. A leader has to be able to make both-and -
decisions. I have summarized these typical paradoxes the leader is
facing today as follows:
1. Be near and take distance
2. Lead action and remain in the background
3. Trust people and control them
4. Be patient and determined

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5. See the benefit of the department and the whole company

6. Be a visionary and a doer
7. Try to get commitment and decide alone
8. Act and reflect
9. Be self-confident and humble
10. Take care of efficiency and well-being.
The life of a leader is full of paradoxes. The better you are in solving
and living with these paradoxes the better you are as a leader. Quinn
et. al. (1996) has also defined three competencies for each leadership
role in their competing values framework. There are altogether 24
competencies which are shown in table 1.
Table 4.1: The eight managerial roles and their key competencies
(Quinn et. al. 1996)
Mentor 1. Understanding self and others
2. Communicating effectively
3. Developing subordinates
Facilitator 1. Building teams
2. Using participative decision making
3. Managing conflict
Monitor 1. Monitoring individual performance
2. Managing collective performance
3. Managing organizational performance
Coordinator 1. Managing projects
2. Designing work
3. Managing across functions
Director 1. Visioning, planning and goal setting
2. Designing and organizing
3. Delegating effectively
Producer 1. Working productively
2. Fostering a productive work environment
3. Managing time and stress
Broker 1. Building and maintaining a power base
2. Negotiating agreement and commitment
3. Presenting ideas
Innovator 1. Living with change
2. Thinking creatively
3. Creating change

Quinn´s competency framework is extremely interesting because it is

based on the competing values model which suggests the following; 1)
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to use multiple mind-sets in viewing the organizational world (rational

goal, internal process, human relations, open systems models and
“both-and” thinking), 2) to learn to use competencies associated with
all four models, 3) to integrate the diverse competencies in confronting
the world of action which means that you are behavioural complex and
in this way effective.
In addition to this they have introduced their ALAPA model in
presenting these competencies which is an instructional-development
approach. This model has five components: Assessment, Learning,
Analysis, Practice and Application (Quinn et. al 1996).
Besides that, the skill tree of life is one starting point in the search for
important competencies of a leader. There were 11 actual skills which
were important to all of us. Boyatzis (1982) has the following list of
21 characteristics which are important for a manager. They are listed
here in alphabetical order: (1) accurate self-assessment; (2)
conceptualization; (3) concern with close relationships; (4) concern
with impact; (5) developing others, (6), diagnostic use of concepts: (7)
efficiency orientation; (8) logical thought; (9) managing group
process; (10) memory; (11) perceptual objectivity; (12) positive
regard; (13) pro-activity; (14) self-confidence; (15) self-control; (16)
specialized knowledge; (17) spontaneity; (18) stamina and adaptability
(19) use of oral presentations; (20) use of socialized power; and (21)
use of unilateral power. Boyatzis has developed an integrated
competency model which is shown in Figure 4.2.

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Figure 4.2: An integrated model of management competencies at the

skill level
Source: Boyatzis (1982)

4.4 THEORIES SUPPORTING LEADERSHIP

COMPETENCY
In the most recent administration hypotheses, much accentuation is
place on a humanistic methodology in which the accompanying skills
are featured by Bester (2012: 152), to be specific expectation;
modesty; values; authenticity; and balance. Bester (2012) further
contends that individuals will in general effectively acknowledge the
authority of others yet don't generally purchase in to their own. As at
first referenced, an exceptionally invigorating and significant pattern
on authority was given by Ungerer et al. (2013). In their contentions
they kept up that administration contemplates have customarily
centred on individual pioneers and their qualities, capacities and
activities and were picked for their reasonableness.
As appeared in the Achievement Motivation Theory of David
McClellan endeavors to clarify and foresee conduct and execution
dependent on an individual's requirement for accomplishment, power
and connection. David McClelland initially built up his Achievement
Motivation Theory during the 1940s. He trusts that everyone has
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needs, and that our necessities propel us to fulfil them. Our conduct is
consequently persuaded by our necessities. He further expresses that
needs depend on identity, and are created as we interface with the
earth. All individuals experience the requirement for accomplishment,
power, and connection, however to various degrees. One of these three
needs (accomplishment, power and affiliations) will in general be
predominant in every one of us, and inspires our conduct (McClelland,
1960). As per McClelland (1985) great pioneers by and large have just
a moderate requirement for accomplishment. They will in general have
high vitality, self-assurance, receptiveness to experience and they are
upright (McClelland, 1985). Also, as indicated by Nicholson (1998),
individuals with a solid requirement for power will in general be
aspiring and have a lower requirement for alliance. They are
increasingly worried about getting their own specific manner by for
example affecting others, than about what others consider them. They
will in general view power and governmental issues as fundamental
for effective administration (Nicholson, 1998).
A futuristic methodology ought to be to depict the pioneer as an
individual from a gathering with solid accentuation on the possibility
to impact the gathering. In this sense, the reference is towards value-
based and transformative initiative. The most recent ideas on
administration place more accentuation on bona fide, neuro and
circulated initiative where the assignment of driving is shared by more
than one individual in a group. Ungerer et. al. (2013) has recognized
real - standard jogged and worker initiative as the three fundamental
administration systems. Fundamentally they elude to six all inclusive
goodness subjects distinguished in each of the three referenced
structures and these appear to cover as far as the 6 all inclusive topics.
The six all inclusive groups are bravery; intelligence; balance;
humankind; equity and amazing quality.
The patterns and most recent methods of insight on initiative were
quickly addressed in the above segment. Understand that initiative is a
key vital issue for association, since individuals investigate their
pioneers while exploring inside a tempestuous and complex condition
so as to guarantee supported benefit through connected
representatives. It is fundamental that authority and business
methodologies cooperate to drive a culture and act ethic that prompts
the ideal business execution.
This situation can be identifying with the hypothesis by Douglas
McGregor (1966) where he grouped demeanour or conviction
frameworks, which he called presumptions, as Theory X and Theory

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Y. Hypothesis X and Theory Y clarify and foresee authority conduct

and execution dependent on the pioneer's demeanour toward
supporters. Those with Theory X frames of mind trust that
representatives despise work and should be firmly regulated so as to
complete undertakings. Hypothesis Y dispositions trust that
representatives like to work and don't should be firmly administered so
as to complete errands (McGregor, 1966).
Administrators with Theory Y mentalities will in general have a
positive, hopeful perspective on representatives, and show a
progressively participative initiative style, in light of inner inspiration
and prizes (Tietjen and Myers, 1998). In 1966, when McGregor
distributed his Theory X and Theory Y, most supervisors had Theory
X demeanors (Tietjen and Myers, 1998). All the more as of late, the
centre changed from the board to initiative, prompting a change from a
Theory X frame of mind to a Theory Y mentality, as more
administrators began to utilize an increasingly participative authority
style (Tietjen and Myers, 1998).
A synopsis of definitions and hypotheses of initiative plainly
demonstrate that authority can be seen from various edges. While
trying to choose capabilities to truly portray the embodiment and
prerequisite to effectively lead change, the rules given by Nel et. al.
(2012) appear to be huge. They incorporate validity, trust, reasonable
treatment; feeling of mission and reason; ability to go out on a limb;
ready to impart a dream; ready to perform at an abnormal state; ready
to move others; passionate insight; ready to partake completely with
all; solidarity to oppose peer weight; liberality; and deep rooted
learning. De Vries (referred to in Ungerer et. al., 2013) states "that
best chiefs have bunches of abilities in three regions, in particular
intellectual skills, for example, applied reasoning and all-
encompassing outlines; social capabilities, for example, sympathy,
nearness and political mindfulness; and individual skills, for example,
vitality, fearlessness and individual viability." It must be accentuated
here that these a fore referenced components and characteristics have
been bolstered by writing (Campbell and Samiec 2005; Weiss and
Molinaro 2005; Isaksen and Tidd 2006; Herold and Fedor 2008;
Grimshaw and Barron 2010).

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