Distributed Leadership

Leadership Competencies: Are we all saying the same thing?
Jeffrey D. Horey Caliber Associates 49 Yawl Dr. Cocoa Beach, FL 32931 [e-mail] Jon J. Fallesen, Ph.D. Army Research Institute Ft. Leavenworth, KS [e-mail]

In the course of developing an Army leadership competency framework focused on the Future Force (up to year 2025), the authors examined several existing U.S. military and civilian leadership competency frameworks. We attempt to link the core constructs across the frameworks and identify similarities and differences in terms of their content and structures. We conclude that leadership competency modeling is an inexact science and that many frameworks present competencies that mix functions and characteristics, have structural inconsistencies, and may be confusing to potential end users. Recommendations are provided to improve the methods and outcomes of leadership modeling for the future. Table 1 represents many of the traits and characteristics commonly found in leadership competency frameworks. At first glance it may appear to be a comprehensive framework for leaders. It includes values (principled, integrity), cognitive skills (inquiring, thinking), interpersonal skills (caring, enthusiastic, communicating), diversity components (tolerance, respect, empathetic), and change orientation (open-minded, risk taking). Table 1 Sample Leadership Competencies Inquiring Caring Confident Enthusiastic Thinking Open-Minded Cooperative Independent Communicating Well Balanced Creative Integrity Risk Taking Reflective Curious Respect Principled Committed Empathetic Tolerance

Surprisingly, this is not an established leadership framework but rather a list taken from a 4th grade student profile guide. While a simplistic example, it illustrates both the universality of the competency concept and the potential confusion when associating a simple list of traits and processes with leadership.

WHAT IS LEADERSHIP? This, of course, is

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