Competency frameworks allow you to define which behaviors and characteristics contribute to the success of a role. While the unique position and organization will contribute to those vital competencies, there is often overlap in the skills someone needs to be a good leader. Those can typically be discovered through job profiling, testing, and leadership training.
These 5 competencies are often invaluable in leaders, because they impact how individuals approach others, approach their role, and how they can take charge. You will, of course, have to add your own competencies based on the specific role and its parameters when hiring or developing for that role.
Social intelligence is often seen as one of the best indicators of a good leader. It covers how individuals recognize, cope with, and perform in various social situations. It explains how an individual will react and behave in social situations with different dynamics. A highly socially intelligent person will be able to recognize, respond, and react to a great deal of social situations, remain sensitive to different social issues, and perform well and with empathy towards others.
This impacts leadership because a good leader must change their approach and leadership style based on the situation.
Emotional intelligence defines how an individual recognizes, responds to, and controls their own emotions and how they respond in interpersonal relationships. EQ is crucial in leaders because it impacts how they react to others, what they prioritize, and why. An emotionally intelligent leader can build relationships and trust, build loyalty, and respond empathetically to individuals in his or her team. This will improve the quality of leadership, improve individual job satisfaction, and likely reduce turnover over having leaders without it.
Whether testing specifically for adaptability or for a broader competency such as agility, soft-skills like adaptability are crucial for leaders. This is true whether you are either moving someone up into a new role or bringing someone in from outside your organization, as leaders must adapt to new roles and new responsibilities.
As outlined by Ram Charan’s Leadership Pipeline, an individual moving into a leadership position from a technical role must adapt to helping others complete work. A leader moving from managing a team to managing a department must adapt from helping others complete work to strategizing long-term goals.
Adaptability is therefore an extremely crucial soft-skill for a leader, because it defines whether they’ll be able to make the shift from their current job responsibilities to a completely new set.
Ethical and Moral Standards
While ethical and moral standards typically comprise several competencies, leaders consistently agree that having these standards is one of the most important things for success. Strong ethical and moral standards allow an individual to perform well in settings where they are responsible for mitigating risk, protecting assets, and building trust with their teams. Doing so is impossible without a strong ethical and moral code in place.
Leaders must be able to self-organize and self-direct if they are to perform in any capacity at all. This means that any candidate for any level of leadership must show strong motivation and self-direction. If they cannot motivate themselves or do not show a strong tendency towards self-development, learning, and organization, they likely cannot succeed in an autonomous leadership position.
Leaders exist in numerous roles and at different levels of organization. A leader might refer to an individual who guides a few people in a team or someone who drives business strategy and structure. This will impact what and who you are looking for. However, nearly every leader needs these 5 competencies to succeed in a role that involves guiding others.