Commentary on “meeting the competency needs of global leaders: A partnership approach”: An executive coach's perspective

Abstract

This article concludes that common competencies, the fundamental knowledge and skills developed in traditional educational environments, are necessary but insufficient in the preparation of global leaders. Rather, human resource professionals, in partnership with management educators, are best positioned to identify and facilitate global leadership excellence by focusing on the identification and development of key personal characteristics or distinctive competencies. In particular, global leaders must be men and women of sound character. We further propose that “distinctive competencies” are best assessed through experience in the field. Recommendations are offered as to how competency‐based leadership development can be designed to address both common and distinctive competencies, with special attention to the individual's character. © 2006 Wiley Periodicals, Inc.

Managerial competency requirements that enhance organisational competences: a study of a Sri Lankan telecom organisation

“…A discrepancy or a gap arises when a competency an individual possesses is lower than what is required for an effective performance (Moore and Dutton 1978;Boydell and Leary 1996;Agut and Grau 2002). Such a deficit could be solved through training or other interventions, such as job enrichment, job content innovation, job redesign or enhancement of the organisational climate (Le Deist and Winterton 2005;Brownell and Goldsmith 2006). When competency needs are considered in terms of gaps, it allows for a better understanding of an efficient managerial performance on the job (Agut et al 2003;Barber and Tietje 2004).…”

Assessing global leadership competencies: the critical role of assessment centre methodology

“…These competency components also vary by the degree to which they can be characterized as stable or amenable to development , as well as the degree to which they serve as building blocks for other competencies (Jokinen 2005). In general, competency-based selection, performance management, and leadership development programmes have been noted for their ability to enhance firm-specific expertise and skills, and have been adopted extensively by human resource professionals and those concerned with global leadership assessment and development (Bird 2013;Brownell 2006;Gatewood, Field and Barrick 2011;Lucia and Lepsinger 1999).…”

“…Global leadership positions, where a leader's work takes place in a global context, exist at all levels of an organization and may vary in their job-specific technical and leadership demands (Brownell 2006) as well as in the amount of time the employee spends outside their home country (Baruch 2002). Multinational corporations (MNCs) are also no longer the primary seeker of global 2…”

“…Alon and Higgins 2005), skills, and mindsets (e.g. Cohen 2010;Jeannet 2000), with the term 'competencies' being used most frequently in this regard (Bernardin and Russell 2013;Brownell 2006;Jenkins 2012;Mendenhall et al 2013).…”

“…As a result of this intense scrutiny, global leadership skills have been described as a set of competencies (e.g. Brownell 2006;Jenkins 2012;Jokinen 2005;Lobel 1990), meta-competencies (e.g. Tubbs and Schulz 2006), characteristics and traits (e.g.…”