Leadership competency models

By G. Hollenbeck, M. McCall, R. Silzer. 2006

257 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/89073951fcb4321b9f7c0a5733865af14e26db40

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Alan Bryman
2. M. Spendlove
3. M. McCall
4. Mary Uhl‐Bien
5. S. Kempster
6. Rekha Karambayya
7. W. Reid

In Strategy and Management

1. Alan Bryman
2. M. Spendlove

Citations in the corpus

• Competencies for effective leadership in higher education (2007, background): “Competency models are not a prescription for effective leadership, but represent an attempt to capture the experience, lessons learned, and knowledge of seasoned leaders to provide a guiding framework for the benefit of others and the organization (Hollenbeck et al., 2006).”
• Effective leadership in higher education: a literature review (2007, background): “Such models entail the identification of leadership skills that are associated with superior performance and are typically evidence‐based (Hollenbeck et al , 2006 ).”
• Recasting Leadership Development (2010, background): “As I have argued elsewhere (Hollenbeck & McCall, 2003; Hollenbeck et al., 2006; McCall & Hollenbeck, 2007), experience makes a much better foundation for development than do competency models.”