The Tribune

Leadership behaviours, and skills that contribute to superior performance, are known as the leadership competencies. Companies can help identify and develop next generation leaders by adopting a competency-based approach. Managers, aspiring managers, and top-level leaders are all concerned with developing the competencies they need to become more effective leaders.

We last week shared the first half of 20 leadership competencies required for 2020. Here are the remaining qualities of powerful leaders:

1. Social Intelligence (SI). This is not only one of the best predictors of effective leadership, but it is also poorly understood and under-researched. Social intelligence is quite broad but can best be seen in terms of understanding social situations and dynamics, and the ability to operate effectively in a variety of social situations. Our research suggests that social intelligence, which we define as a combination of social performance, sensitivity to social situations and role-playing skills, is critically important for effective leadership.

2. Interpersonal Skills. Interpersonal skills can be seen as a subset of social intelligence, but involve the more relationship-oriented aspects of social effectiveness. We often talk about the "soft skills" of the leader, and these are best represented by interpersonal skills.

3. Emotional Skills/Intelligence (EI). A complement to social intelligence, emotional intelligence is our ability to communicate at the emotional level, understand emotions and emotional situations, and be in tune with our own emotions. These are especially related to leadership "charisma".

4. Prudence. Prudence is one of Aristotle's cardinal virtues. A synonym is "wisdom", but it comes from being able to see others' perspectives and by being open to - and considering - others' points of view. We develop this wisdom by listening to others, and working to be more open and broader minded. Learn to ask for others' opinions and consider them as you choose a course of action.

5. Courage. A second cardinal virtue is "Fortitude", or courage. This is having the courage to take calculated risks, and the courage to both stand up for what you believe and do the right thing.

6. Conflict Management. This is a "higher order" interpersonal skill that involves helping colleagues to avoid or resolve interpersonal conflicts. Leaders are often called upon to adjudicate when members are in conflict, but it also involves having the ability to either avoid or resolve your own conflict situations.

7. Decision Making. One of the core competencies for leaders is the ability to make good decisions or lead a good decision-making process. There are better and worse ways to make decisions, and a good leader understands when to make a decision, when to consult subordinates or peers and bring them into the decision-making process, and when it is time to step back and let others decide.

8. Political Skills. Every group or organisation is, at its core, full of politicking. People will try to bend rules, gain allies, push their personal agenda etc in order to try to get ahead. An effective leader is a good political player who knows how the game is played, but can also manage political behaviour so that it does not lead to group or coporate dysfunction.

9. Influence Skills. At its core, leadership is about influencing others. A great leader is a master of social influence, and able to wield power effectively and fairly. Calling on your interpersonal (soft) skills can make you much more influential in a leadership role.

10. Area Expertise/Competence. Many people might list this first, but in today's world, knowledge of all aspects of the job is not as important as it used to be. In high-tech industries, or creative firms, team members may have more relevant knowledge and expertise than leaders. Still, it is important that leaders develop their expertise in the particular situation, company or industry in which they lead.

• NB: Ian R Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.