MGTO 630BManaging People Globally for Competitive Advantage

Leveraging Capabilities: Competencies and Leadership Leveraging Capabilities: Competencies and Leadership DevelopmentDevelopment

Saturday, March 22, 2003Saturday, March 22, 2003

Please note: This is only a preliminary version of the file that will be shown in class. Depending on the flow of in-class discussion, we may not discuss all the overheads in this file.

2

By the end of today class, you should be able to

Identify leadership competencies in diverse cultural contexts

Analyze and create a plan for developing leaders in East Asia (Korea)

Examine leadership development in France

3

Jobs to Competencies

Job paradigm (derived from scientific management) jobs are the building blocks of

complex organisations Competency paradigm

people are human resources that work for an organisation

4

McClelland’s Competencies (1973)

Definition An underlying characteristic of

an individual that is causally related to criterion-referenced effective and/or superior performance

indicate ways of behaving or thinking, generalising across situations, and enduring for a reasonably long period of time

5

Five Types of Competency Characteristics Motives

things a person consistently thinks about or wants that cause action.

Traits physical characteristics and consistent

responses to situations or information Self-concept

an individual’s attitudes, values, or self-image

Knowledge Information a person has in a specific

content area Skill

ability to perform a certain physical or mental task

6

Threshold versus Differentiating Competencies Threshold

essential characteristics that everyone needs to be minimally effective but do not distinguish superior from average performers

Differentiating discriminate superior from average

performers

7

Integrated Competency Model (Boyatzis, 1982) 21 basic competencies in managerial

work clusters of related competencies

human resource management (e.g., use of socialised power)

leadership (e.g., self-confidence) goal and action management (e.g., proactivity)

directing subordinates (e.g., developing others)

focus on others (e.g., concern with close relationships)

specialised knowledge (e.g., specialised job knowledge)

8

What are critical leader competencies?

Identify these competencies by yourself (2 minutes)

Re-organize into groups according to place of origin (same groups as last week)

Each person in each group presents his/her opinion to team members (no discussion) (2 minutes each)

Team then discusses individual member opinions, seek clarity (5 minutes)

Once agreement has been reached on competencies required for effective leadership, present team’s finding to rest of class (3 minutes each).

9

Leadership Identification and Development

10

Leadership Identification and Development

11

Leadership Identification and Development

12

Leadership Identification and Development

13

Let’s look at two of these models in detail

LG group

14

Then the French: Alcatel

What is the best way to identify HIPOs and prepare them to assume to management positions? Explore the advantages and disadvantages of The competitive examination model The feudal model The professional model

What is the best way to develop an executive cadre that possesses a global managerial perspective, reflective of the nature of Alcatel’s world-wide holdings?