Leadership Competencies
The Leadership Competencies is a competency questionnaire that maps a manager’s leadership style, competencies, and motivation. The Leadership Competencies was developed on the basis of research into the management competencies of team leaders. It therefore primarily concerns the competencies that matter for directly leading a team. As a result, its scope is more narrowly focused than the Quinn Management Roles questionnaire, which also has a more administrative and external orientation.
Application
The Leadership Competencies is primarily suitable for use in management training, management audits, and coaching focused on the qualities and competencies of team leaders and team managers.
The Leadership Competencies is primarily suitable for use in management training, management audits, and coaching focused on the qualities and competencies of team leaders and team managers.
Development
Each competency is assessed in three ways:
Each competency is assessed in three ways:
- How well? This is the self-assessment of mastery of the competency.
- How often? This question shows whether the competency is actually being used at the moment.
- How enjoyable? This clarifies the motivation to apply this competency.
People-oriented and/or task-oriented
The dominant style is identified by examining the extent to which people-oriented or task-oriented competencies dominate.
The dominant style is identified by examining the extent to which people-oriented or task-oriented competencies dominate.
Talent and motivation
The questionnaire asks which three goals are currently important for taking the team further. These can be linked to the competencies that are relevant to them. Because the questionnaire also provides insight into motivation and mastery of these competencies, it is possible to give feedback on the extent to which the team leader currently has the right competencies, or is motivated to develop them.
The questionnaire asks which three goals are currently important for taking the team further. These can be linked to the competencies that are relevant to them. Because the questionnaire also provides insight into motivation and mastery of these competencies, it is possible to give feedback on the extent to which the team leader currently has the right competencies, or is motivated to develop them.
Leadership Competencies as 360-degree feedback
This questionnaire is also available for 360-degree feedback in the 360 Toolkit. In many situations it is desirable to gather the perspective of team members. In an MD program, the Leadership Competencies can be the starting point, after which the 360 Toolkit can be used for an impact measurement. The similarities and discrepancies between self-perception and others’ perception offer valuable starting points for coaching.
This questionnaire is also available for 360-degree feedback in the 360 Toolkit. In many situations it is desirable to gather the perspective of team members. In an MD program, the Leadership Competencies can be the starting point, after which the 360 Toolkit can be used for an impact measurement. The similarities and discrepancies between self-perception and others’ perception offer valuable starting points for coaching.
Overview of the competencies in the Leadership Competencies
- Arguing: Being able to put forward substantively strong arguments in a debate and present them with conviction.
- Coaching: Being able (in the role of manager) to stimulate and guide team members in their development.
- Consulting: Being able to involve team members in discussions and ask them questions in order to understand their goals and interests.
- Controlling: Being able to set standards and rules, monitor them, and take corrective measures.
- Delegating: Being able to adequately transfer responsibilities to team members by giving clear instructions and providing support.
- Empowering: Being able to delegate decisions and offer team members trust.
- External representation: Being able to represent and position the team toward external parties in a representative manner.
- Generating: Being able to develop innovative ideas and build constructively on the ideas of others.
- Inspiring: Being able to involve team members in ambitious plans and (intrinsically) motivate them to achieve the set goals.
- Internal representation: Being able to represent and position the team within the own organization in a representative manner.
- Supporting: Being able to pick up on signals from team members in order to respond adequately and offer support.
- Structuring: Being able to structure work processes in order to steer roles and processes in a targeted way.
- Connecting: Emphasizing shared interests, values, and goals.
Quick Facts
Language
NL | EN | DE
Norm group
Advice (N=147)
Time
15–20 minutes
Credits
90
Reliability
0.74
Language
NL | EN | DE
Norm group
Advice (N=147)
Time
15–20 minutes
Credits
90
Reliability
0.74