Cultivating emerging leadership competencies for individual and organizational success

Published: Jul 27, 2023

Abstract:

Purpose: Leadership is a critical factor for individual and organizational success in today's complex and dynamic business environments. Effective leaders possess a wide range of competencies that enable them to inspire, guide, and influence others to achieve common goals. This study examines the concept of leadership competencies and their roles in fostering individual and organizational success.

Research methodology: This methodological approach is based on a review of published literature outlining the significance of the leadership competency concept and the four key emerging leadership competencies for organizational performance.

Results: The findings indicate the importance of the competency paradigm, which contributes to the quality of leadership. Specifically, key emerging competencies will provide valuable insights for leaders, human resource professionals, and researchers in the field of leadership development.

Limitations: The research review method is based on secondary data; hence, it has its limitations. Owing to the evolving dynamic contextual leadership landscape, some crucial leadership competencies may emerge over time in some geographical organizational contexts. This necessitates a continual study and analysis of the evolving trends in emerging leadership competencies in organizations.

Contribution: This study contributes to enhancing insights and knowledge of leadership development. Other concepts discussed include the competency definitions, competency model, skill-based model, and integrative competency framework.

Novelty: The research and discussion on the proposed integrative emerging leadership competencies add to the merit of this paper. There is evidence that the competency framework results in individual and organizational performance.

Keywords:
1. cultivating leadership competencies
2. individual success
3. organizational success
4. leadership development
5. emerging competencies
Authors:
1 . Tong Wooi Chow
2 . Harwindar Singh
How to Cite
Chow, T. W., & Singh, H. (2023). Cultivating emerging leadership competencies for individual and organizational success. Annals of Management and Organization Research, 4(2), 129–145. https://doi.org/10.35912/amor.v4i2.1492

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References

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  3. Al Jamil, M. A. (2021). Antecedents for Creating Loyal Relationship with Retailers: A Study on the Pharmaceutical Industry of Bangladesh. Annals of Management and Organization Research, 3(1), 21-33.
  4. Alberts, D. S. (2007). Agility, focus, and convergence: The future of command and control. Retrieved from
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  6. Alonderiene, R., & Majauskaite, M. (2016). Leadership style and job satisfaction in higher education institutions. International Journal of Educational Management, 30(1), 140-164.
  7. Archer, D., & Cameron, A. (2009). Tough times call for collaborative leaders. Industrial and commercial training.
  8. Arimie, C. J. (2019). Employer-employee relations and employee engagement in a tertiary institution in Benin-City, Edo State. Annals of Management and Organization Research, 1(1), 9-24.
  9. Ashkezari, M. J. D., & Aeen, M. N. (2012). Using competency models to improve HRM. Ideal Type of Management, 1(1), 59-68.
  10. Bans-Akutey, A., & Ebem, D. (2022). E-leadership and adaptation to technological development of telecommunication businesses in Ghana. Annals of Management and Organization Research, 3(4), 259-269.
  11. Bennett, N., & Lemoine, G. J. (2014). What a difference a word makes: Understanding threats to performance in a VUCA world. Business horizons, 57(3), 311-317.
  12. Bin Taher, N. A., Krotov, V., & Silva, L. (2015). A framework for leading change in the UAE public sector. International Journal of Organizational Analysis, 23(3), 348-363.
  13. Bird, A., & Mendenhall, M. E. (2016). From cross-cultural management to global leadership: Evolution and adaptation. Journal of World Business, 51(1), 115-126.
  14. Black, S. A. (2015). Qualities of effective leadership in higher education. Open Journal of Leadership, 4(02), 54.
  15. Boatman, J., & Wellins, R. S. (2011). Time for a leadership revolution: Global leadership forecast 2011. Pittsburgh, Pennsylvania: Development Dimensions International (DDI).
  16. Bolden, R., & Gosling, J. (2006). Leadership competencies: time to change the tune? Leadership, 2(2), 147-163.
  17. Bolden, R., Gosling, J., Marturano, A., & Dennison, P. (2003). A review of leadership theory and competency frameworks.
  18. Boyatzis, R. (1982). The Competent Manager: A Model For Effective Performance.
  19. Boyatzis, R. E. (2008). Competencies in the 21st century. Journal of management development, 27(1), 5-12.
  20. Boyatzis, R. E. (2009). Competencies as a behavioral approach to emotional intelligence. Journal of management development, 28(9), 749-770.
  21. BusinessDictionary. (Ed.) (n.d.).
  22. Bywater, J., & Lewis, J. (2019). Leadership: What competencies does it take to remain engaged as a leader in a VUCA world. Assessment & Development Matters, 11(3), 2-9.
  23. Cardy, R. L., & Selvarajan, T. (2006). Competencies: Alternative frameworks for competitive advantage. Business horizons, 49(3), 235-245.
  24. Chow, T. W. (2020). Leader versus manager: Lessons from top business executives. Annals of Management and Organization Research, 2(1), 53-65.
  25. Chow, T. W., Salleh, L. M., & Ismail, I. A. (2017). Lessons from the major leadership theories in comparison to the competency theory for leadership practice. Journal of Business and Social Review in Emerging Economies, 3(2), 147-156.
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  36. Draganidis, F., & Mentzas, G. (2006). Competency based management: a review of systems and approaches. Information management & computer security, 14(1), 51-64.
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