1. Trends in LeadershipCompetencies for the 21st centuryPresenters:Alika KoshyPratishthaSainiRibhuVashishtha

2. Five Major Themes1. Global Leadership Competency Model2. Leadership Zone Model3. Strategic Leader Competencies4. Four Trends for the Future of LeadershipDevelopment5. Competencies required for a successfulmanagerial career 3. Global Leadership CompetencyModelLeadership is a complex process involving theinteractions of not only between leaders andfollowers but leaders, followers and situations. 4. Global Leadership Competency Model 5. The Leadership Zone Model Reflection: Todays leaders recognize and expandthe limits of their knowledge and abilities. Society: Promote their own success by acting withthe greater good in mind. Diversity: Respect and make positive use of keydifferences including gender, age, ethnicity,nationality, and points of view. Ingenuity: Re-think core assumptions to respond tonew threats and opportunities. People: Motivate people through strong relationshipsbased on mutual trust. Business: Make the plans and hard decisions tosustain long-term success. 6. The Leadership Zone Model 7. Strategic LeadershipStrategic leadership refers to a managers potential toexpress a strategic vision for the organization, or a part ofthe organization, and to motivate and persuade others toacquire that vision. Strategic leadership can also bedefined as utilizing strategy in the management ofemployees. It is the potential to influence organizationalmembers and to execute organizational change.Looking across the existing literature on strategicleadership, the current lists of Army strategic leadercompetencies, and the future environment of theObjective Force, six meta competencies can be derived:identity, mental agility, cross-cultural savvy, interpersonalmaturity, world-class warrior, and professional astuteness. 8. Strategic Leader Competencies1. Visioning The Visioning Process2. Leading Change The Process of Leading Change3. Interpersonal Skills Developing Strong Interpersonal Skills 9. Visioning Without a clear vision of where an organization isgoing there can be no road map or strategic planto get it there.The Visioning Process Assessment of the organizational and operationalenvironment. Projection of likely future states of the organization. Development of a desired end state.It challenges leaders creativity and intuition for they playcritical roles in the process. The ability to successfully visiondoes not require superior intelligence; rather, it requiresleaders with cognitive capabilities who can think in complexways over longer periods of time. It is about understanding thechain of cause and effect to understand the effects of actions 10. Leading Change Two sources of Change:1. Internal Change2. External Change (Globalization)To effectively lead change in this chaotic globalenvironment, strategic leaders must understand theprocess for leading change, how to create anorganizational culture that encourages and embraceschange, and recognize their own personalpreferences that can potentially hinder their ability tolead change. 11. The Process of Leading Change1. Establishing a sense of urgency by showing both thebenefits and the necessity for change.2. Creating a guiding coalition with enough power to leadthe change.3. Developing a vision and strategy to direct the changeand achieve the vision.4. Communicating the vision throughout the organization;empowering a broad base of people to reduce obstaclesand encourage risk-taking.5. Generating short-term wins to validate the programs andkeep the vision credible.6. Consolidating the gains made and producing morechange.7. Anchoring the change in the organizational culture toensure that the organization remains future focused 12. Interpersonal Skills While interpersonal skills are important at everylevel of leadership - direct, organizational, andstrategic - the strategic level presents uniquechallenges. Not only are responsibilities andauthorities greater at the strategic level, strategicleaders deal internally with many diverse groupsand spend a significant amount of their timeoperating externally when interacting with outsideagencies, government organizations, and evenforeign governments. Strategic leaders cant relyon directive leadership alone but are forced touse their ability to influence, build consensus, andnegotiate. 13. Developing Strong InterpersonalSkillsThe importance of interpersonal skills at thestrategic level cannot be overstated. There areways to not only assist leaders in developing theseinterpersonal skills, but also to ensure that leaderswithout the requisite skills dont advance. Wegenerally recognize leaders who possess stronginterpersonal skills as effective team-builders whoare respected not only by their superiors, but alsoby their peers and subordinates. 14. Four Trends for the Future ofLeadership Development1. Increased focus on vertical development(developmental stages).2. Transfer of greater developmental ownership tothe individual.3. Greater focus on collective rather thanindividual leadership.4. Much greater focus on innovation in leadershipdevelopment methods. 15. Kegans Adult Levels ofDevelopment 3 Socialized mind: At this level we are shaped bythe expectations of those around us. What we thinkand say is strongly influenced by what we think otherswant to hear. 4 Self-authoring mind: We have developed ourown ideology or internal compass to guide us. Oursense of self is aligned with our own belief system,personal code, and values. We can take stands, setlimits on behalf of our own internal voice. 5 Self-transforming mind: We have our ownideology, but can now step back from that ideologyand see it as limited or partial. We can hold morecontradiction and oppositeness in our thinking and nolonger feel the need to gravitate towards polarizedthinking. 16. Adult Levels ofDevelopment 17. Transfer of Greater DevelopmentalOwnership to the Individual What is the one thing they are working on that willrequire that they grow to accomplish it How they are working on it Who else knows and cares about it Why this matters to them 18. The Current Evolution: The NetworkFormAn advanced network organization is characterized bycontinuous investment in training and education for all ofits member firms. Network firms are able to achieve maximum leverage oftheir core competencies by relying on their external orinternal partners to perform other activities on the valuechain. 19. Twenty-First Century Organizations:From Network to Cellular Network organizations are flatter than their predecessors,and rely more heavily on partner relationships to conducttheir business. 20. Taking action1. A managerial career is increasingly becoming a do-it-yourselfproject.2. The overall mix of managerial competencies required byeach major type of organization is well known.3. People who are just beginning their professional careersshould think of an organization as something to createrather than join. 21. References1. Becker, C. B. (2007, March 1). STRATEGIC LEADER COMPETENCIES FOR THETWENTY-FIRST CENTURY.2. Brent B. Allred, C. C. (1996). Characteristics of Managerial Careers in the21st Century. 10(4), 12.3. Campbell, N. M. (2006, December). Correctional Leadership Competenciesfor the 21st Century.4. Chin, C. O. (2006). Global Leadership Competence: A Cultural IntelligencePerspective.5. Contino, D. S. (2004). Leadership Competencies: Knowledge, Skills, andAptitudes Nurses Need to Lead Organizations Effectively. Critical CareNurse, 11.6. Loew-Arth, B. (n.d.). Developing 21st Century Leaders Who Make aDifference: 2011 Research Findings.7. Perrin, C. (n.d.). Developing the 21st Century Leader. Achieve Global, 32.8. Petrie, N. (2011, December). Future Trends in Leadership Development.9. Wong, L. (2003, September). STRATEGIC LEADERSHIP COMPETENCIES. 22. Thank You.