Article reviewed: “Leadership Competencies: a reference point for development and evaluation”.
This article is basically a critique or review of the case study on Leadership competencies. The case study sought to establish an integrated and transparent model to leadership capability succession and development management to issue response to drivers that are associated with ageing employees, headship drain as well as people’s introduction into roles of management. The case study was conducted at University of Wollongong Library by Margie Jantti of the university and Nick Greenhalgh, a career novelties specialist at Crow’s Nest, Australia. This case study has been published and was sourced from the Emerald Insight website.
The abstract of the study clearly lays down a summary of the purpose, design and methodology, findings, practical implications and recommendations of the case study. This ultimately provides a clear picture of the reason for the study in brief and has made aware to the reader on what to expect. That is, outlining the methodology embraced by Wollongong University library to further comprehend the proficiencies needed by one to become a leader with effectiveness and define the assessment and evaluation activities utilised to perform a test on the achievement and effect of efforts. The introduction is well done and the need for undertaking the case study is explained logically (Jantti & Greenhalgh, 2012). However, the topic of the case study does not come out well in relation to the goal of the study. From the aims of the study, it is leaning more on succession management and planning, thus it is important to review the topic.
On the case study review, Jantti & Greenhalgh (2012) sought the expertise of consultants to help in the review that was undertaken of the leadership at Wollongong University Library state of affairs. Crucial to this procedure and succeeding processes was the utilization of Lominger Leadership proficiencies, which is basically the measurable traits related to successful output with the place of work to create a leadership profile that is desirable. To develop the needed competencies, several approaches were used. These included; career interviews between the middle managers and the consultants which provided the opportunity to discuss career goals, obstacles or impediments to the goals and the levels of ambition towards the goals. This is the best approach for successful case study (Helms & Nixon, 2010). The other was targeted assignments, which included self and peer assessment exercises. This tested perception, alignment and whether individuals were as competent as they thought. The other two approaches were workshops and professional coaching. All the four approaches utilised did come up with recommendations that were vital to the aim of the study. For the study to be more compact, the utilization of feedback played a major role. It enhanced self-awareness and ultimately led to authenticity in regards to discussions with teams as well as orientation of objective setting actions to performance response or criticism. Overall, the utilization of consultants in the review stage of the case study is a big plus to the objective of the case study in that it played a role in removing the perception of prejudice or bias in the assessments of leadership and workforce requirements. The authors of the study have utilised tables, that is Table I and Table II to summarise success profiles of leadership, which were established from the Lominger leadership capabilities and roadmap to provide guidance in improvement (Helms & Nixon, 2010). This has helped in compressing and summarising the above issues.
The findings were as a result of the study focussed on measuring the success of several leadership initiatives that was conducted in 2007 and in 2010 (Helms & Nixon, 2010). These factors included; if senior management were good role models, if the way of performance evaluation gives a clear guideline for improvement, if one has confidence in the ability of his manager and if the manager treats his employee and work colleagues fairly. The utilization of a graph, Figure 1 on employee climate results shows a clear interpretation of the outcome.
In conclusion, from the conclusion of the above study, it is clear that the overall aim of the study has been achieved via altered insights of leadership aptitude, ability and aspirations. In this case, the initiative of succession management is being attained in that there is evidence ensuring that there is demonstration of both obligation to leadership development as well as the implementation of desirable traits that relate to the competencies. The citations were well done with proper referencing at the bottom of the article from varied sources related to the subject. This is clear and well laid out. The utilization of figures and tables was also a good tool of analysis and was able to give a clear picture of the state of affairs. However, the case study could have been more comprehensive if the authors clearly defined the negative effects disparities that come with poor succession management. This would allow the reader to understand well the need for the case study. The other issue is the use of first and second person grammar. In any reporting, as much as it’s the author compiling the study, this should not be the case. Finally, as much as most information was brought up by consultants, there are several secondary sources that were utilised yet not referenced.
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