Competencies and leadership effectiveness: Which skills predict effective leadership?

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Authors

VACULÍK Martin PROCHÁZKA Jakub SMUTNÝ Petr

Year of publication 2014
Type Article in Proceedings
Conference Proceedings of the 10th European Conference on Management Leadership and Governance
MU Faculty or unit

Faculty of Social Studies

Citation
Field Management and administrative
Keywords leadership; competencies; group performance; perceived leader effectiveness; leadership emergence; leadership self–efficacy
Attached files
Description This study explores the relationship between leadership effectiveness and generic and stable competencies. Task- related, people-related and self-related competencies were examined as predictors of leadership effectiveness as measured by four different criteria: group performance, leader effectiveness, leadership emergence and leadership self–efficacy. 134 top managers were evaluated by 2,482 subordinates after a four-month management simulation game. Task-related competencies were shown to be the best predictor of leadership effectiveness; they were a very strong predictor of leadership emergence, a strong predictor of leadership self–efficacy and perceived leadership effectiveness, medium strong predictor of group performance. People-related and self-related competencies weakly predicted leadership emergence. The results can be applied when selecting leaders for working groups that have short-term durations and do not require frequent personal contact.
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