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FIVE DIMENSIONS OF LEADERSHIP COMPETENCY

= Captures the primary categories that are considered the most important for leadership success

SELF MANAGEMENT LEADING OTHERS TASK MANAGEMENT INNOVATION SOCIAL RESPONSIBILITY

. Work Habits I. Communicating I. Executing Tasks I. Creativity I. Civic Responsibility


- Time management - Communicating - Task-Relevant - Generating Ideas - Communicating with the
- Goal orientation with coworkers Knowledge - Critical Thinking Community
- Organizational skills - Active Listening - Delegating - Synthesis/Reorganization - Helping the Community
- Work Ethics - Facilitating - Attention to Detail - Creative Problem Solving - Civic Action
- Follow Through Discussion - Coordinating Work - Adopting Beneficial
- Public Speaking Activities Values for Society
- Developing - Providing Feedback - Providing a Good
External Contacts - Multi-Tasking Example
- Communicating - - Social Action
Outside
Organization

II. Work Attitudes II. Interpersonal II. Solving Problems II. Enterprising II. Social Knowledge
- Initiative Awareness - Analytic Thinking - Problem Identification Knowledge of:
- Effort - Psychological - Analyzing Data - Seeking Improvement - Sociology and Anthropology
Knowledge - History and Geography
- Persistence - Social Orientation - Mental Focus - Gathering Information - Foreign Language
- Energy - Social Perceptiveness - Decision Making - Independent Thinking - Philosophy and Theology
- Independence - Service Orientation - Designing Work - Technological Savvy - Organizational Justice
- Nurturing Relationships Principles
Systems - Legal Regulations
III. Stress Management III. Motivating others III. Managing III. Integrating Perspectives III. Ethical Processes
- Self control - Taking Charge Information and Material - Openness to Ideas • Open-Door Policy
- Stress Tolerance - Orienting Others Resources - Research Orientation • Instituting and
- Personal Resiliency - Setting Goals for - Managing Materials - Collaborating Following Fair Procedures
- Work – life Balance Others & Facilities - Engaging in Non-Work • Explaining Decisions
- Adaptability - Reinforcing - Managing Interests in a Respectful Manner
Success Information • Ensuring Ethical
- Developing and Resources Behavior of Subordinates
Building Teams - Performing
Administrative
Activities
- Maintaining Quality

IV. Self-insight IV. Developing Others IV. Managing Human IV. Managing Change IV. Leading Others
- Optimism - Knowledge of Resource - Sensitivity to Situations - Servant Leadership
- Self confidence Principles of Learning - Succession - Challenging the Status - Valuing Diversity
- Interpreting the
- Self- awareness Meaning of Planning/Recruiting Quo - Distributing Rewards
- Suspending Information for Others - Personnel Decision - Intelligent Risk-Taking Fairly
prejudices - Assessing Others Quality - Reinforcing Change - Responsibility for Others
- Coaching, Developing - Managing Personnel - Avoiding Exploitative
and Instructing Policies Mentality
- Maintaining Safety
V. Learning V. Influencing V. Enhancing V. Forecasting
- Learning strategies - Cooperating Performance V. Acting with Integrity
- Intellectual Curiosity - Persuading - Enhancing Task - System’s thinking - Financial Ethics
- Continuous Learning - Resolving Knowledge - Upstream & downstream - Work-Place Ethics
- Seeking Feedback Conflicts/Negotiati - Eliminating Barriers consequences - Honesty and Integrity
ng to - Visioning - Being Accountable
- Empowering - Performance - Managing the future - Courage of Convictions
- Inspiring - Benchmarking
- Political Savvy - Strategic Task
Management