Introduction Leadership Competency Model Training Options Resources

 

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Introduction

Leadership is “Acting in any way that defines, articulates, influences, and/or models the mission, vision, culture, values, or goals of an organization.” Using that definition, anyone can serve as a leader at UC Berkeley. All staff are encouraged to see themselves as leaders who can have a positive influence on the organization.

If developing as a leader is part of your career growth plan, this section is designed to provide you with the competencies, tools, and development opportunities specific to leadership. Check back regularly, as more information and resources will continue to be added.

 

LEADERSHIP COMPETENCY MODEL

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Leadership: Applies leadership competencies to successfully execute strategy.

• VISIONING
  Takes a long-term view and acts as a catalyst for organizational change; builds a shared vision with others; influences others to translate vision into action; creates a compelling and inspirational picture of the future

• ACTS WITH INTEGRITY
  Creates a culture that fosters high standards of ethics; behaves in a fair and ethical manner towards others; demonstrates high professional standards; handles confidential and sensitive information with integrity; viewed as highly trustworthy; stands up for what is right despite potential personal consequences; demonstrates consistency between words and actions; honors commitments to others

• ACCOUNTABILITY
  Holds self and others accountable for rules and responsibilities; can be relied upon to ensure that projects within areas of responsibility are completed in a timely manner and within budget; sets high standards for self and others; assigns clear accountability backed by appropriate authority

• GETS RESULTS
  Achieves strategic goals; delivers measurable results, on time and within budget; translates ideas into concrete actions; champions initiatives beyond the scope of one’s job; mobilizes resources and removes barriers for success; anticipates potential problems and develops contingency plans to overcome them; works across organizational boundaries, avoiding turf issues, and eliminating unnecessary work to achieve the desired results; concentrates on outcomes rather than activities

• IDENTIFIES AND DEVELOPS TALENT
  Develops leadership in others through coaching, mentoring, rewarding and guiding employees; develops successors and talent pools for key positions

• TAKES INITIATIVE/RISK-TAKING
  Creates a work environment that encourages creative thinking; designs and implements new or cutting-edge programs/processes; challenges the status quo; recognizes opportunities and takes action to achieve objectives; empowers others to take risks, supports them when things go wrong and encourages them to learn from set-backs and failures

• CHANGE MANAGEMENT
  Understands process and issues inherent in change management and plans accordingly; instills confidence and trust in others; coordinates resources across departments/units; evaluates measures, project plans and deliverables for strategic alignment; acknowledges individual’s responses to change and helps them adjust; Adapts unit goals and work plans in response to internal and external forces that will impact the future effectiveness of the unit

• THINKING SKILLS (ANALYTICAL, SYSTEMIC, CREATIVE)
  Identifies and integrates the critical elements of a situation, making correct inferences from data; breaks complex problems into component parts and organizes the parts in a systematic way; uses innovation to develop novel solutions; can explain to others how to understand and approach complicated problems

 

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Business Knowledge/Organizational Acumen: Applies resources, customer needs, and processes to make sound strategic and business decisions.

• STRATEGIC THINKING AND PLANNING
  Formulates effective strategies consistent with the business; sees the big picture and holds a long-term perspective; determines objectives and sets priorities; anticipates potential threats or opportunities; aligns organization and department to support organizational goals; drives the execution of strategic plans and monitors results

• MANAGES RESOURCES (HUMAN, FINANCIAL, TECHNICAL)
  Assesses current and future staffing needs based on organizational goals and budget realties; ensures staff are appropriately selected, developed, utilized, appraised and rewarded; readily shares resources to support organization initiatives; understands key financial indicators; uses cost-benefit thinking to set priorities; integrates technology into the workplace to improve effectiveness and efficiency; understands the impact of technological changes on the organization

• PROFESSIONAL KNOWLEDGE
  Continually enhances knowledge and skills to keep abreast of industry changes, developments and emerging issues; understands what it takes to be successful in this business; has a thorough knowledge of organization’s mission, history, stakeholders and customers

• PROBLEM SOLVING/DECISION MAKING
  Develops new insights into situations and applies innovative solutions to make organizational improvements; exercises good judgment by making sound and well-informed decisions; is proactive; distinguishes between relevant and irrelevant information to make logical decisions; effectively analyzes potential for risk and acts decisively; makes breakthrough decisions based upon a mixture of analysis, wisdom, experience and judgment; solicits input from individuals who can add significant value to the decision-making process

 

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Builds Relationships/Communication: Cultivates effective relationships to create a culture that supports the department's and organization's goals and strategy.

• INFLUENCING SKILLS
  Builds coalitions through give and take; gains cooperation from others to obtain information and accomplish goals; collaborates across boundaries; recognizes which battles are worth fighting for and when it is time to compromise; seeks to build internal and external partnerships to better accomplish goals; invites other points of view; anticipates the reactions and objections of others

• CONFLICT MANAGEMENT
  Identifies and takes steps to prevent potential situations that could result in confrontations; manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impacts

• LEVERAGES DIVERSITY
  Recruits, develops and retains a diverse high quality workforce; leads and manages an inclusive workplace that maximizes the talents of each person to achieve sound results; respects, understands, values and seeks out individual differences to achieve the vision and mission of the organization

• TEAM BUILDING
  Inspires and guides others toward goal accomplishments; consistently develops and sustains cooperative working relationships; fosters commitment, team spirit, pride and trust; shares leadership and helps the team become interdependent by facilitating participation and group interaction

• TREATS OTHERS WITH RESPECT
  Considers and responds appropriately to the needs, feelings and capabilities of different people in different situations; is tactful, compassionate and sensitive; challenges others' ideas without getting personal; follows through on commitments to others

• PRESENTS IDEAS EFFECTIVELY
  Makes clear and convincing presentations to individuals and groups; listens effectively and clarifies information as needed; shares relevant information and expectations openly, honestly and in a timely fashion; targets presentations to the needs and level of the audience; translates complex information into understandable, meaningful, relevant language

 

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Self-Management and Development: On-going development of skills and competencies to lead the division and its strategies.

• TOLERANCE FOR AMBIGUITY
  Takes changing priorities and new developments in stride, even in the face of ambiguity; leads with a clear sense of priorities in a climate of uncertainty and change

• FLEXIBILITY
  Is open to change and new information; adapts behavior and work methods in response to new information, technology, changing conditions or unexpected obstacles; adjusts rapidly to new situations warranting attention and resolution

• SELF-KNOWLEDGE AND DEVELOPMENT
  Recognizes own strengths and weaknesses; seeks feedback from others; extracts learning from failure

• LEARNS CONTINUOUSLY
  Pursues self-development and opportunities to master new knowledge; applies new knowledge; embraces new and diverse ideas; shares learning broadly

 

 

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Training Options

• Leadership Development Program (LDP)
• University of California Leadership Institute (UCLI)

 

LINKS

• Appreciative Inquiry http://appreciativeinquiry.cwru.edu/
• Cape Cod Institute http://www.cape.org
• Center for Creative Leadership http://www.ccl.org
• Conference Board (The) http://www.conference-board.org/
• Greenleaf Center for Servant Leadership http://www.greenleaf.org/
• Harvard Business School http://www.hbs.edu/
• Institute for Women’s Leadership http://www.womensleadership.com/
• Linkage, Inc http://www.linkageinc.com

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ARTICLES

• Badaracco, Joseph L. “The Discipline of Building Character.” Harvard Business Review on Leadership. (1990): 89-113.

• Blau, G. J. “Using a Person-Environment Fit Model to Predict Job Involvement and Organizational Commitment.” Journal of Vocational Behavior. (1986): 240-257.

• Buckingham, Marcus. “What Great Managers Do.” Harvard Business Review. (2005): 70-79.

• Lindholm, Jennifer A. “Perceived Organizational Fit: Nurturing the Minds, Hearts, and Personal Ambitions of University Faculty.” The Review of Higher Education. (2003): 125-149.

• Lock, E. A. “The Nature and Consequences of Job Satisfaction.” Handbook of Industrial Psychology. (1976): 1297-1349.

• Moran, E. T., and Volkwein, J. F. “Examining Organizational Climate in Institutions of Higher Education.” Research in Higher Education. (1988): 367-383.

• Muchinsky, P. M., and Monahan, C. J. “What is Person-Environment Congruence?” Journal of Vocational Behavior. (1987): 268-277.

• Romzek, Barbara S. “Employee Investment and Commitment: The Ties That Bind.” Public Administration Review. (1990): 374-382.

 

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BOOKS

• Academic Leadership: A Practical Guide to Chairing the Department. Deryl Leaming, Anker Publishing,1998

• Built To Last. Jim Collins and Jerry Porras, HarperBusiness, 1994

• Emotional Intelligence. Daniel Goleman, Bantam Books, 1995

• Encouraging the Heart. James Kouzes and Barry Posner, Jossey-Bass, 1999

• Exercising Influence. B. Kim Barnes, Barnes and Conti Associates, 2000

• The Fifth Discipline Fieldbook. Peter Senge, Doubleday, 1994-5

• First Break All the Rules. Marcus Buckingham and Curt Coffman, Simon and Schuster, 1999

• First Things First. Stephen Covey, Roger A. Merrill, Rebecca Merrill, Simon and Schuster, 1994

• Get Anyone to Do Anything: Never Feel Powerless Again. David J. Lieberman, published by St. Martin's Griffin in 2001.

• Getting Things Done When You are Not in Charge. Geoffrey Bellman, published by Berrett-Koehler Publishers in 2001.

• Good to Great. Jim Collins, HarperBusiness, 2001

• Harvard Business Review on What Makes a Leader. Harvard Business School Press, 2001

• How to Be A Star at Work. Robert E. Kelley, Times Business, 1998

• In Search of Excellence. Thomas Peters, Harper and Row, 1982

• Leading and Managing People in Education. Tony Bush and David Middlewood, SAGE Publications, 2005

• Leading Quietly. Joseph L. Badaracco Jr., Harvard Business School Press, 2002

• Leading Up: How to Lead Your Boss so You Both Win. Michael Useem, Crown Business, 2001

• The Leader's Handbook: Making Things Happen, Getting Things Done. Peter R. Scholtes, McGraw-Hill, 1997

• The Leadership Challenge. James M. Kouzes and Barry Z. Posner, Jossey-Bass, 1995

• Leadership from the Inside Out. Kevin Cashman, Executive Excellence Publishing, 2000

• Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership. Ken Blanchard, William Morrow Company, 1985

• The Leadership Pipeline: How to Build the Leadership Powered Company. Ram Charan, et al, Jossey-Bass, 2000

• Leadership and Self Deception: Getting Out of the Box. The Arbinger Institute, 2002

• Leader to Leader. Frances Hesselbein and Paul M. Cohen, Jossey-Bass, 1999

• Monday Morning Leadership. David Cottrell, Cornerstone Leadership Institute, 2002

• On Becoming a Leader. Warren Bennis, Addison-Wesley Publishing, 1989

• Principle-Centered Leadership. Stephen Covey, Simon and Schuster, 1990

• The Role of Confidence and Optimism in Leadership Effectiveness. Martin M. Chemers, University of California Press, 1998

• The Seven Habits of Highly Successful People. Stephen Covey, Fireside, 1990

• Stewardship: Choosing Service over Self-Interest. Peter Block, Jossey-Bass, 1993

• Synchronicity: The Inner Path of Leadership. Joseph Jawroski, Benett-Koehler Publishing, 1996

• Thinking In the Future Tense. Jennifer James, Simon and Schuster, 1996

• Who Moved My Cheese. Spencer Johnson, G.P. Putnam’s Sons, 1998

• Working With Emotional Intelligence. Daniel Goleman, Bantam Books, 1998

 

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VIDEOS & DVD's

Videos & DVDs are available from the ED&T. See the Video Library for a full list of videos and DVD's and for information on how to borrow the materials.

• The Leadership Challenge - CRM Learning

 

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