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LEADERSHIP
Please
note: This competency profile will be revised to be consistent
with the Alberta
public service competency model.
COMPETENCY
DESCRIPTION
Below
is a description of the competency as well as behaviours
typically demonstrated by high performers in each classification.
Leadership: Positively
influencing people and events.
Behaviours:
|
Professional
|
Managers
|
Executive
Managers
|
| Acts
as a role model. |
Does
long-term coaching. |
Anticipates
and plans for change. |
Communicates
a compelling vision. |
| Makes
and keeps meaningful promises and commitments. Expresses
feelings and convictions with courage balanced with
consideration for the feelings and convictions of
another person. Uses own enthusiasm and commitment
to motivate and guide others to achieve results. |
Arranges
appropriate and helpful assignments, formal training
or other work experiences for the purpose of fostering
a team's learning and development. Has the
teamwork out answers to problems themselves so they
really know how, rather than merely making the decision
for them. |
Demonstrates
understanding of the big picture and continually
gathers information to expand own understanding. Positions
the group to prepare for change. Helps people
to deal with change through mentoring and encouragement
to others. Changes own leadership approach
to suit the situation. |
Foresees
future trends and events and works with the team
to develop strategies to meet future challenges. Communicates
a vision for the group or team that generates excitement,
enthusiasm and commitment to the group or team mission. |
ASSESSING
YOUR LEADERSHIP SKILLS
The
Learning
and Development Toolkit on the Personnel Administration
Office website has a
self-assessment tool you may find helpful.
DEVELOPING
COMPETENCE IN LEADERSHIP
- TIPS FOR STAFF
| Behaviour |
Ideas for
On-the-Job Competency Development |
| Acts as a role model. |
- Think
of someone who was a role model for you. What
qualities did they have? In what way can
you demonstrate like qualities?
- In
regards to a new initiative or change, take the
time to share your ideas, conclusions and reasons
for excitement and commitment with others. Verbalize
what is in it for them. Listen closely to
their reactions and conclusions.
- Follow-through on your commitments.
|
| Does long term coaching. |
- Volunteer to coach a junior colleague or a new
hire.
If you supervise staff:
- Ask your staff for feedback on the coaching you
provide with particular emphasis on what you can
do to support their development.
- List
the key competencies for each individual's job
and the specific behavioural actions that demonstrate
each competency. Meet with each individual
to discuss these competencies and develop needs. Decide
together what skill/behaviour set they would like
to work on. Discuss what you can do to help
them in their development.
- Create
and maintain a development file for employees
and yourself. Record the results of stretching
assignments, successes and failures, development
needs and how you agreed to help.
|
| Anticipates and plans for
change. |
- "Plant seeds" to get your organization, department
or work team ready for your new idea. Make
and implement a strategy to get the necessary support
over time. Remember that many changes takes
years to germinate and grow.
- Read your department or work unit's business
plan and other departmental materials to gain a
clear picture of where the department is going.
- Discuss your department's direction with your
colleagues and/or your supervisor.
If you supervise staff:
- when
resistance to a change initiative occurs, work
to understand the resistance by exploring
the employee's concerns. Take feelings and
concerns seriously.
|
| Communicates a compelling
vision. |
- Identify
your most deeply held convictions. Clarify
them by asking yourself:
- What is most important to me?
- What do I value the most?
- What is worth fighting for?
- What values will I never compromise?
- Share
these values with others and then use them to
guide your leadership. When making difficult
decisions, examine them against your deeply held
convictions.
- In a team meeting, take time to share your vision
of the project and encourage others to do the same
If you supervise staff:
- Meet
with employees and ask them for their vision
of where they see their job and the department
going. Use this time to communicate your
vision and show them how their contributions support
the organizational goals.
|
DEVELOPING
COMPETENCE IN LEADERSHIP
- TIPS FOR SUPERVISORS
| Type of
Support |
Ideas for
Developing Staff |
| Coaching |
- Help employees see future possibilities through
coaching and encouragement.
|
| Development |
- Begin developing skills in employees by having
them coach other employees.
- Share leadership on a team with the employee
you are developing.
- Assign employees to lead sub-project teams; then
provide more challenging assignments as they develop
expertise.
|
| Role Modeling |
- Foster a positive approach to issues in your
work unit.
|
| Recognition |
- Publicly recognize employees for their leadership
efforts.
|
PREPARING
FOR AN INTERVIEW
- POSSIBLE QUESTIONS
- Describe
how you have coached a team to improved performance. What
were the needs, and what did you do?
- Describe
the processes you have used to facilitate a team through
major change. What
was the change, what were the issues, and what did
you do?
- Describe
a situation in which you created a vision for a team
and what you did to generate enthusiasm
and commitment to that vision.
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