Leadership competencies: a reference point for development and evaluation
| Published date | 20 July 2012 |
| Pages | 421-428 |
| DOI | https://doi.org/10.1108/01435121211266249 |
| Date | 20 July 2012 |
| Author | Margie Jantti,Nick Greenhalgh |
| Subject Matter | Library & information science |
Leadership competencies:
a reference point for development
and evaluation
Margie Jantti
University of Wollongong, Wollongong, Australia, and
Nick Greenhalgh
Career Innovations, Crow’s Nest, Australia
Abstract
Purpose – The purpose of this paper is to establish a transparent, integrated approach to leadership
competency development and succession management to respond to drivers associated with an ageing
workforce, leadership drain and the enticement of people into leadership roles.
Design/methodology/approach – A consultant was engaged to facilitate a review of the UOW
Library’s leadership situation. Key to this process and subsequent activities was the use of the
Lominger Leadership competencies; measurable characteristics related to success in the workplace to
establish the desired leadership profile. Career interviews, professional coaching and targeted
assignments were integral to the development of needed competencies.
Findings – The paper finds that feedback from peers, managers and staff was a significant
component of the evaluation strategy. Formal assessment took place through the use of the Lominger’s
VOICESw360-degree feedb ack instrument, an institutional employee climate survey and
recertification against the Investors in People standard. Results showed improved self-confidence in
leaders, a greater preparedness to address underperformance, and that career and developmental
plans were more considered and constructive in their design. Significant improvement in leadership
performance was noted in a later employee climate survey.
Practical implications – A commitment by the executive or senior leadership team is critical to this
type of developmental program. Considerable energy and time is required from all parties involved,
e.g. scheduling time for workshops, coaching sessions, subsequent actions and review; challenging in
an environment of ever-increasing priorities. Challenging also is the management of perceptions and
expectations of staff. There was some disaffection from staff who were not included in the first round
of coaching. Subsequently, opportunities to support both external and internal coaching are being
investigated.
Originality/value – A commitment to new methods to support and evaluate leadership development
initiatives resulted in changed perceptions of leadership aspiration, aptitude and ability. The
identification of required competencies provided improved goal clarity, insight on how to become
skilled in a given competency, and a reference point for evaluation. Importantly the performance of
leaders has improved. There is qualitative and quantitative data to demonstrate both a commitment to
leadership development and the application of desired behaviours associated with the competencies.
The capacity to grow and promote from within has also improved; evidence that the succession
management initiative is being achieved.
Keywords Leadership,Competencies, Succession management,Succession planning
Paper type Case study
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0143-5124.htm
This paper was originally presented at the 9th Northumbria International Conference on
Performance in Libraries and Information Services.
Leadership
competencies
421
Received 4 May 2012
Accepted 15 June 2012
Library Management
Vol. 33 No. 6/7, 2012
pp. 421-428
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/01435121211266249
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