Model of leadership Competencies

Realizing what must be avoided, let us see what is to seek and how to define a model of leadership competencies. The terms of success in any activity - this capabilities and wants. It is therefore important to determine what aspects related to human motivation and priorities are required to consider it as a future leader.

The main thing - a willingness and desire to become a leader, a desire to lead people. It is important to separate the motivation to make a career from a desire for alternatives (in particular, more income, more interesting tasks, status, and much more with what in the eyes of many correlated high post). Quite often we are faced with people who talked about the desire for career growth. But most people do not need a career, not the position of leader, and substitutes. But there is another category of people who have careers just do not need, but they are ashamed to admit it. Waiver of career they are considering as equivalent to recognition of the fact that they do not tend to develop.K same motivation, priorities and preferences of people over the years may change, so do not put a cross on a person if he "can, but does not want" to moment. We must return to the evaluation of its cards motivators after some time, eg six months or a year, but only when he has there are any significant changes in life or work.

The first condition of motivation: a person must be configured to manage people and really become a leader. It is important to make sure that the candidate in the leaders have a correct understanding of the role and functions of the leader. Often, when analyzing the possibility of extension staff to managerial positions and interviewing candidates from which to seek higher office, we met people who really wanted to career development is how to manage people, but in fact misrepresent the ratio of pros and cons of this new for yourself work. Most saw pluses, not knowing what disadvantages and pitfalls await them at the new location. Clearly, we see what we want to see. Besides playing a role and the stereotypes such as "Career - is a criterion of a successful person, not his career - so do not deserve it" and the like. It is very important in analyzing the feasibility of promoting a staff member to make sure that he understands what to expect, and really wants it. If his belief is mistaken, they should be correct and give the person a more complete or accurate information. The second condition: the candidate is the bearer of corporate values, or at least his beliefs do not include them in a contradiction.

There are competencies that can be developed or significantly develop through education, training, mentoring (mainly skills), but there are competencies that can be changed through managerial influence. But we must be aware of and that the adult that emerged a man with his vision of the world, their abilities, attitudes and beliefs in many ways it is impossible to alter, at least those methods that are applicable in business. Consider which of the leadership competencies are categorized easily generated and corrected, which can not be changed and what adjustments can be, but it is difficult or long.

1. Willingness to assume responsibility for the team. In most cases, this jurisdiction could not work out, though, of course, can stimulate expression of other factors (external evaluation, recognition, money), but then have to pay too much attention to this issue and to keep the situation under control.
2. Willingness to respond to a collective result even in case of failure. Promote this factor is difficult, but the presence of responsibility for personal results as model behavior can change the paradigm. It will take quite a long managerial influence.
3. Preferred overall result personal. You can quite easily adjust competent system of motivation and constant reinforcement. To do this you need to know the map motivators of the individual.
4. Positive attitude towards people. If it is an attitude toward people in general, and not to a specific person, then, in our view, the competence of an adult can not be adjusted.
5. Train ability, desire to develop. Suffice it develops easily, if not in contradiction with natural abilities. It should assess whether an area in which you will develop close to the natural inclinations of man.
6. Not afraid of strong subordinates. Much depends on the orientation on the overall result and confidence. In most cases, self-confidence can be enhanced literate management action.
7. Ability and willingness to inspire. Partially - natural gift, partly can be taught.
8. The ability to hear others. Much depends on the desire to acquire this competence; play the role of managerial influence, the value of corporate culture. The second aspect - is a set of skills (the ability to distinguish facts from hypotheses, the ability to hear, not domyslivaya intentions rights, etc.) that can be taught through mentoring or during training on communication skills.
9. Willingness and ability to teach others. Expertise is difficult to acquire, as it requires a combination of patience, tact, good set speech, the ability to match their skills to the level of student knowledge, the ability to explain, reinforce, to give feedback. With good communication and decent presentation skills, ability to persuade and influence can be relatively easy to develop this competence. In other cases it is difficult or almost impossible.
1910. Expert or a great manager. If you have the necessary skills and desire to be leaders and relatively easily produced through mentoring and through training.
11. The ability to organize others. Skill, which can be purchased quickly and efficiently. The main thing - the desire to buy it.
12. Own point of view. This skill is almost impossible to develop a short time. The absence of a point of view, usually associated with a tendency towards external references. Change the property reference can be, but it will take at least a year. Worse, if the absence is due to unscrupulous own opinion - it does not fit the leader.
13. Readiness for unpopular decisions. Changes in the level of managerial influence, motivation and self-motivation. Exception - pronounced external reference.
14. Stress. Virtually can not be adjusted, if it is a reaction to stress. But the stress agent (the source of stress) and post-stress behavior can be adjusted.
15. Lack of desire to assert itself at the expense of others. Either there or not. To influence and develop not.

In different situations, which can be defined as a highly motivated person, and the level of his abilities, the degree of correction is different.

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