Exploring a taxonomy of global leadership competencies and meta-competencies
There is a substantial body of research evidence regarding the importance of leadership development to organizational success, Charan, Drotter and Noel (2001), Fullmer and Goldsmith (2001), McCall and Hollenbeck (2002), McCauley, Moxley and Van Velsor (1998), Viceri and Fulmer (1997, Whetton and Cameron (2005). There is no more important task with regard to leadership development than identifying the competencies and metacompetencies that comprise leadership. However, to date, there has not been agreement regarding just what are the Global Leadership Competencies that should be taught and learned. In this paper leadership is defined as, “Influencing others to accomplish organizational goals,” (Tubbs, 2005). Based on the model presented in this paper, the rationale is advanced that some aspects of leadership are more or less fixed at a young age while others are able to be developed even well into adult life (i.e., the Global Leadership Competencies). This paper describes the model and identifies fifty Global Leadership Competencies in the form of a taxonomy of Global Leadership Competencies and Meta-competencies Most importantly, leadership development efforts must be targeted on the outermost circle in the model..
Tubbs, S. L., & Schulz, E. (2006). Exploring a taxonomy of global leadership competencies and meta-competencies. Journal of American Academy of Business, 8(2), 29–34.