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GAINMORE Advantedge Potential to Performance Success System – Craftsman Leader

Is leadership competence or competency?

Competence and competency
The concept of competence remains one of the most diffuse terms in the organisational and occupational literature (Nordhaug and Gronhaug, 1994). Exactly what does an author mean when using any of the terms of competence?

Individual Competence
The concept of individual competence is widely used in human resource management (Boyatzis, 1982, Schroder, 1989, Burgoyne, 1993). This refers to a set of skills that an individual must possess in order to be capable of satisfactorily performing a specified job. Although the concept is well developed, there is continuing debate about its precise meaning.

Others take a job-based competence view that according to Robotham and Jubb (1996) can be applied to any type of business where the competence-based system is based on identifying a list of key activities (McAuley, 1994) and behaviours identified through observing managers in the course of doing their job.

A useful view is to look at competence to mean a skill and the standard of performance, whilst competency refers to behaviour by which it is achieved (Rowe, 1995). That is, competence describes what people do and competency describes how people do it.

Rowe (1995, p16) further distinguishes the attributes an individual exhibits as “morally based” behaviours – these are important drivers of behaviours but especially difficult to measure – and “intellectually based” behaviours as capabilities or competencies. Capabilities are distinguished as these refer to development behaviours – i.e. are graded to note development areas to improve behaviours in how people undertake particular tasks.

Young (2002) develops on a similar theme and builds on Sarawano’s (1993) model, linking competency and competence to performance and identifies competency as a personal characteristic (motives, traits, image/role and knowledge) and how the individual behaves (skill). Competence is what a manager is […]

Brief Interactive Overview of the Nine Leadership Characters

Your leadership characteristics are the sum of your personality, habits, behaviours and attitude.

Here we identify the most important leadership characteristics and how you can develop your leadership character. When we started using the game of golf as our classroom to develop leadership we noticed a similarity between the way people play golf, and their leadership characteristics.

 

Craftsman

The Craftsman leader clear headed technical leader
The Craftsman leader clear headed technical leader. Deeply aware of their own qualities, characteristics and skills. They excel in their area.

These leaders, rehearse and practice even during a project – working on particular aspects of their management and leadership that needs attention.

This leader excels when tinkering with the minutai details of how to run a particular project. These leaders prefer a low stress day, first time solutions, and polish for the final quality will suit them just fine. Quiet and concentrate more on achieveing great results than prideful trumpeting of achievements, these are solid leaders and maintain a consistent high performance.

The Craftsman leader likes a smooth-running business where they can constantly and continuously improve aspects of their business in incremental steps. They invite you to examine their work, highlighting the intricate detail and fine product.

Tony Fernandez, Gordone Bethune, Andy Grove, Sandy Weill are some examples I believe are here.
Developing craftsmen
Organiazations and CEO’s often shy away from developing the craftsmen in their team. They know that they need the quality and steady high performance they bring.

In fact, some are held back from progressing only because there’s just one step to go to being a chess-player leader and may even be perceived as a threat to those above and on the Boardroom.

Most of these leaders are an inspiration to their teams – enjoying and praising high quality work and performance, they encourage those without to develop the technical skills and their “soft skills”.

Often, these leaders act as mentors to others – with great experience and with the balance of the high achievement focus of the conquerer, and the strategic politicing of the chess player.

So what does this leader need to […]