On this episode, Tom and Justin discuss the importance of competence in leadership. Competence is defined as having the knowledge, skills, and abilities to accomplish something successfully and efficiently. There are two forms of competence in leadership: expertise in a specific field and competence in leading. While expertise is important, it is not enough to be a successful leader. Competence in leading involves the ability to get things done and lead effectively. Competence is crucial for building trust, credibility, and team cohesion. It is also associated with improved organizational performance and employee satisfaction. Competence is a crucial aspect of leadership that impacts team cohesion, effectiveness, and intent to leave. Studies have shown that teams led by competent leaders are more cohesive and effective. Additionally, employees are more likely to stay with an organization when they perceive their leaders as competent and supportive. To become more competent as a leader, individuals can invest in personal development through formal and informal pathways, gain practical experience, and seek mentorship. Resources for further learning include books like 'The Leadership Challenge' and the US Army's leadership field manual. Key concepts in this episode include competence, leadership, expertise, knowledge, skills, abilities, success, efficiency, trust, credibility, team cohesion, organizational performance, employee satisfaction, effectiveness, employee intent to leave, personal development, practical experience, and mentorship.
Takeaways
• Competence in leadership involves both expertise in a specific field and the ability to lead effectively.
• Competence is crucial for building trust, credibility, and team cohesion.
• Leaders with competence are associated with improved organizational performance and employee satisfaction.
• Continuous learning and growth are essential for leaders to maintain and improve their competence. Competence in leadership is essential for team cohesion, effectiveness, and reducing intent to leave.
• Leaders can become more competent by investing in personal development, gaining practical experience, and seeking mentorship.
• Resources for further learning on competence in leadership include books like 'The Leadership Challenge' and the US Army's leadership field manual.
Chapters
00:00 Defining Competence in Leadership
02:00 Two Forms of Competence in Leadership
06:28 The Relationship Between Expertise and Competence
07:07 Competence as a Requirement for Good Leadership
09:01 Competence in Leading vs. Competence in a Specific Field
13:04 Continuous Learning and Growth for Leaders
14:29 The Dunning-Kruger Effect and Overestimating Competence
22:41 The Importance of Competence in Leadership
25:02 Competence and Organizational Performance
26:10 Competence Builds Trust and Credibility
Key References
• Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765.
• Deci, E. L., Ryan, R. M., & Williams, G. C. (1996). Need satisfaction and the self-regulation of learning. Learning and Individual Differences, 8(3), 165-183.
• Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.
• Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
• Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
• Kouzes, J. M., & Posner, B. Z. (2023). The Leadership Challenge, 7th ed. Jossey-Bass, San Francisco.
• The Center for Army Leadership. (2004). The U.S. Army Leadership Field Manual. Department of the Army, Washington, DC.
