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Leadership Competency Models

Rapid economic development, technology and increased competition in the market forced enterprise executives to apply new methods in business management. The major component contributing to the company’s success is its highly skilled operating team. In order to track and enhance the quality of administration at various organizational levels, more companies use in their practice the technique of employee evaluation based on the competency models (Horth & Palus, 2003).

These models allow to identify and develop leadership personnel skills necessary to carry out business objectives. According to the type of job and level of responsibility, models usually contain different criteria for determining required leadership qualities. In order to define them amid employees of high-level management, including a CEO, a leadership competency model might have different features. It may contain the following groups of competencies such as mind attitude, restraint, teamwork, discipline, and professionalism. All of them equally define the career of a successful leader and have several subgroups (Chung-Herrra, Enz & Lankau, 2003).

I believe the significant leadership qualities that contribute success in the position of chief executive officer are continual improvement, relationship evolvement, client focus, and professional development. The continual improvement clarifies and develops new specific skills; it demonstrates introspection and enhancement of certain aspects of the personality necessary to achieve success in realization of objectives. The relationship evolvement develops and maintains efficient working affiliations with employees, managers and other members of the business. It is essential for a leader to make a demonstration to the colleagues that sustaining effective working relationships is a priority for the company. The client focus maintains precise orientation on customers’ needs; it shows a strong desire to ensure high-quality customer service, and actively looks for ways to enhance their satisfaction. Professional development maintains and acquires knowledge and skills related to the professional field, and enables staff to increase their expertise.

There are several useful approaches that allow evaluating leaders and their behavior in a particular leadership position. First one, is the situational factors that make it possible to define whether a CEO behavior is acceptable or not to carry out organizational goals that align with the long term company vision. During the time when the situation factors play a role, it is possible to identify which variables are the most essential and explain to a leader how to alter the behavior. The main idea in the following technique is to manage questionnaires about a leader and the team on how often they display certain behaviors. Another significant way to evaluate and improve the efficiency of the leader is based on the concept of 360-degree feedback rating from co-workers, managers and direct reports (Hughes, Ginnett & Curphy, 2012).

In this way, the model described above reflects systematic criteria that contributes to the improvement of leaders. The significant attention in the model focuses on leadership skills that an individual can acquire as a result of experience. Consequently, it promotes the development of leadership in the future. This model enables specialists to assess their strengths and weaknesses and to identify personal development areas. Also, the leadership competency model makes possible for workers of different organizational levels to understand in which direction they need to make an effort to maximize the effectiveness of management.


Chung-Herrra, B. G., Enz C. A., & Lankau, M. J. (2003). Grooming future hospitality leader: A competencies models. Retrieved from

Horth D. M., & C. J. Palus. (2003). Navigating complex challenges: creative competencies for contemporary leadership. De Montfort Business Mastery Series. 2(1), 12-18. Retrieved from

Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience (7th ed.). New York: McGraw-Hill Irwin.