HCM 101

5 LEADERSHIP MODELS AND COMPETENCY FRAMEWORKS This section of the report will look at some different leadership models and frameworks used in practice across the public and private sector organisations. The chosen models were selected as the organisations were known to researchers at the Centre for Leadership Studies and/or details of the framework were publicly available. They are not intended to represent a comprehensive, or even representative, sample of available frameworks but rather a preliminary examination of readily available materials. The inclusion of a particular framework does not necessarily indicate that it is in any way assumed “better” or more “typical” than those that were not included and, indeed, there may well be many excellent models which have not been discussed. To many participating organisations the material reviewed represents an element of their “competitive advantage” and is thus confidential. We have therefore chosen in this report, not to include the full framework but simply to refer to the key elements. Where further information is available on the Internet we have included the web address. For ease of presentation, they have been divided into private-sector, public-sector and generic (cross- sectoral) frameworks.

5.1 Private Sector Frameworks

5.1.1 AstraZeneca Leadership Capabilities

The AstraZeneca Leadership Capabilities were defined shortly after merger in 1999 and have been used in performance management, development planning and management planning across the global company. They are a central part of leadership development programmes and a 360 degree feedback tool has been developed to support their application. The leadership behaviours provide a link between business priorities and the AZ values of: respect for the individual and for diversity; openness, honest, trust and support for each other; integrity and high ethical standards; and leadership by example at all levels. There are seven key capabilities, each with associated indicators/behaviours:

• Provides clarity about strategic direction • Ensures commitment • Focuses on delivery • Builds relationships • Develops people • Demonstrates personal conviction • Builds self-awareness

For more information please visit: http://www.astrazeneca.co.uk/careers/developingyourself/leadership.asp

5.1.2 BAE Performance Centred Leadership

Performance Centred Leadership competencies provide a set of related behaviours used to improve business performance. They have been developed from 360 degree feedback information, benchmarked against the competencies of high performing organisations, changed to reflect input from the Senior leader focus groups and statistically evaluated by London University. The competencies and related behaviours are used to evaluate performance in Peer Recognition and Employee opinion survey, identifying development opportunities through 360 degree feedback and are used as part of the appointment process. There are five core competences, each with a set of related behaviours:

• Achieving High Performance • Focusing on the Customer • Developing Others

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• Continuously Improving • Working Together

The framework forms a basis for leadership development in BAE which is fully integrated with all other strategic processes in the organisation through the Performance Centred Leadership Development Framework.

5.1.3 Federal Express Leadership Qualities

FedEx has a system for rating aspiring leaders according to 9 attributes:

• Charisma • Individual consideration • Intellectual stimulation • Courage • Dependability • Flexibility • Integrity • Judgement • Respect for others

For more detail on the framework please visit: http://www.geocities.com/gvwrite/9faces.htm

5.1.4 Lufthansa Leadership Compass

The Lufthansa Leadership Compass sets out a framework for effective leadership that is used by the Lufthansa School of Business in its leadership development education. It includes the following six key categories, which set out a range of skills and behaviours including: vision, decisiveness, concern for people, self-reflection and professional know-how:

• Entrepreneurial leadership • Breakthrough problem solving • Winning others • Leading people • Attitude and drive • International business competencies

Development Centres based on this framework are used to help “high potential” employees define their current position and determine the next steps for their professional career. This involves a self- assessment exercise, development centre (comprising individual and group exercises) and a post DC process whereby the participant develops an individual development plan with the support and coaching of their superior. It is intended that this process should occur about 1 year before moving into a C grade post.

5.1.5 Philips Leadership Competencies

Six Leadership Competencies define the behaviour that is required to achieve business success in Phillips. They provide a balanced approach, stating the importance of task aspects while recognising that results are obtained through people. These competencies are as follows:

• Shows determination to achieve excellent results • Focuses on the market • Finds better ways • Demands top performance • Inspires commitment • Develops self and others

For more information please visit: http://ad.chinahr.com/jobads/philips/leadership.asp

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5.1.6 Shell Leadership Framework

The Leadership Framework used by Shell includes nine key elements as indicated below:

• Builds Shared Vision • Champions Customer Focus • Maximises Business Opportunities • Demonstrates Professional Mastery • Displays Personal Effectiveness • Demonstrates Courage • Motivates, Coaches & Develops • Values Differences • Delivers Results

5.1.7 Vodafone Global Leadership Competencies

The Vodafone leadership competencies underlying their Global Leadership Programme are divided into five categories:

• Values communication • International team development • Strategic vision • Building organisational capability • Commercial drive

For the full framework please visit: www.glp.vodafone.com/global.htm

5.2 Public Sector Frameworks

5.2.1 Senior Civil Service Competency Framework

This framework sets out key attributes that have been identified by Civil Service Corporate Management as required for the Senior Civil Service (SCS). There are six main sets of competences, each with a series of related behaviours. The competencies are as follows:

• Giving purpose and direction • Making a personal impact • Thinking strategically • Getting the best from people • Learning and improving • Focusing on delivery

For more information please visit: http://www.cabinet-office.gov.uk/civilservice/scs/competences.htm

5.2.2 DfES - Management and Leadership Attributes

This framework sets out what is expected of managers and leaders in the Department for Education and Skills as the organisation moves forward to deliver the Department’s Strategic Framework. It is based on the SCS Competency Framework and was developed following a period of internal consultation in the DfES. It distinguishes between “effective” and “ineffective” behaviours in relation to three clusters of attributes (interpersonal, delivery and improvement) each of which comprises a set of behaviours, skills and knowledge.

• Interpersonal Attributes: Making a personal impact, Giving purpose and direction • Delivery Attributes: Focussing on delivery, Thinking strategically • Improvement Attributes: Getting the best from people, Learning and improving

The framework takes a situational/contingency view of leadership in that it states that:

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1. Briefly explain the model

2. Explain how this model would work in a healthcare setting

3. The assignment should be one page in length