© Kamla-R aj 20 13 J So c Sci, 36(3): 247-253 (2 013)
A Proposed Leadership Competency Model for Effective
Organizational Change Intervention
Rein Coetzee¹, Jan Visagie¹ and Wilfred Ukpere²
1School of Human Resources Science, North-West University, Potchefstroom, South Africa
2Department of Industrial Psychology and People Management, Faculty of Management,
University of Johannesburg, South Africa
KEYWO RDS Lea dership. Leadership Competencies. Leadership Models. Leadership in Change. Leading Cha nge. Organisational Success. Values and Culture
ABSTR ACT There are still ...view middle of the document...
The leadership challenges associ- ated with the world of work today will not only require better but also different leadership com- petencies to deal with ever changing workplace. There is a wide range or scope of competencies required in leading change according to various literatures (Robin and Judge 2009).
Beyond all doubt, leaders play an important role as social architects, providing strategic di- rection, building relationships, establishing cul- ture and values and leading change. In other words, leaders may be regarded as different from other people because they possess outstand- ing competencies and characteristics. It needs to be emphasized that the research findings re- ferred to in this article will be a reference to the framework currently used by the relevant com- pany where this study was conducted.
The main objective of this article is to identi- fy specific competencies required for a future-fit change leadership framework. In constructing the new framework, there is a need for an in-
depth analysis of common leadership compe- tencies of existing framework. From existing lit- erature it is evident that a variety of views and explanations are in existence. However, this arti- cle explores trends and tendencies in a selective way.
Literature Review: Leadership Defined
Dubrin (2007: 3) defines leadership as “the ability to inspire confidence and support among the people who are needed to achieve organisa- tional goals.” He further refers to the importance of interpersonal influence through communica- tion, the given of orders, which causes others to act or respond in a certain way and the art of influencing people, which is also a dynamic force that motivates. Puccio et al. (2011) refer to the relationship between change, leadership and creativity. They emphasize that creative people and leaders are one and the same, but acknowl- edge the fact that effective leadership requires traits, skills and knowledge that lie outside the scope of creativity. Rowe and Guerrero (2011: 2) maintain that “leadership is about influence.” They also indicate that leadership operates in groups, which includes the achievement of goals and sharing of objectives. Ungerer et al. (2013:
269) maintained that leadership is not about in- tent but about infecting others. Hence, “Leader- ship is the capability to influence positively and
impact on situations and people in order to make a difference. Leaders exert their influence and power in such a way that they impact the status quo and others in a positive way” (Ungerer et al.
An interesting and significant view was pre-
sented by Binney et al. (2005) who made refer-
ence to ‘getting connected’ which means enough
openness and trust to confront difficult issues, enough respect to make people want to work
with others, enough shared values and perspec- tives to enable joint working and enough con- structive conflict to deepen the exchanges that make real trust...