Profiles of effectiveness: differentiators of top performing leaders

Abstract

Purpose

The role of the leader is even more demanding, given the challenges of today's business environment. With fewer resources available for talent management initiatives, it becomes even more important to understand which competencies impact leadership effectiveness. This paper aims to address these issues.

Design/methodology/approach

Data are collected on the effectiveness of 622 leaders across organizations. Respondents rate an “average” or “exceptional” manager's effectiveness on 46 competencies.

Findings

The study points to four key findings: (1) building trust and demonstrating accountability is the foundation for success; (2) exceptional managers, regardless of level, demonstrate competence in four core areas; (3) specific competencies are critical for success at each management level; and (4) the ability to effectively execute is the hallmark of an exceptional manager.

Research limitations/implications

Objective performance data are not available and respondents are primarily direct reports.

Practical implications

The results have important implications for prioritizing selection, leadership development, and succession initiatives.

Originality/value

The paper is targeted to HR professionals and line managers looking to develop their team and understand the competencies that impact leadership effectiveness.

Citation

Forgie, J. and DeRosa, D. (2010), "Profiles of effectiveness: differentiators of top performing leaders", Industrial and Commercial Training, Vol. 42 No. 2, pp. 76-80. https://doi.org/10.1108/00197851011026054