德勤领导潜力DNA

The ‘DNA’ ofleadershippotential Human Capital Consulting | Deloitte Leadership UK © 2018 Deloitte MCS Limited. All rights reserved. The ‘DNA’ of leadership potential Deloitte Leadership Capability Model: Theory It was David McClelland (1975) who first publicisedthe term ‘competency’, and the concept waspopularised further byRichardBoyatzis(1982) inhis seminal book ‘The Competent Manager: AModel for Effective Performance’. There aremanyreasons for the popularity of competency models. The aim of this document is to provide anaccount of the development of the DeloitteLeadership model, based onpsychologicaltheory and studies, leadership literature, andempirical research. Deloitte Leadership hasdeveloped a leadershipmodel whichidentifies the‘building blocks’ or ‘DNA’ ofpotential for seniormanagers. The‘LeadershipCapability Model’ forms thebasis of Deloitte’sprocessesfor assessingthecapability and potential ofindividual leaders. Background Theyprovide a common language about what isexpected ofpeople, a foundation forperformance management discussions,transparency about what matters for promotionand a‘syllabus’ for management development.However, despite their success in other areasdifficulties arise when competencies are used asthe basis for formingjudgementsabout leaders’potential. At the heart of any leadership talentmanagement system is a model of capability.Since the1970s, behaviouralcompetencieshave been used by organisations to capture thecriteria associated with successful leadership. Itis estimatedthat 80% of organisations apply theapproach (CIPD, 2007). The ‘DNA’ of leadership potential Assessingpotential In the assessment of leaders’ potential,competencies can be criticised because theyfocus heavily upon pastbehaviourrather thanfuture potential. The mantra behindcompetency-based assessment is ‘the bestpredictoroffuture behaviour is past behaviour’(Smith, 1989). Consequently, competency-basedinterviews are inherentlyretrospective; “tell meabout a time you…”. Therefore whether a leaderhas sufficient ‘relevant’ experience will beasignificant factor in determining theircompetence rating.Furthermore, if an individualhas not demonstrateda competencyin thepast, what can we conclude about theirpotential to develop and display thatcompetency in thefuture? Another criticism levied towardscompetencies is that of complexity. If youanalyse most competency descriptions, youwill find that each competency is in fact anamalgamation of a variety of different areas ofknowledge, skills and motivation. For example, below are real examples ofcompetency descriptions.Thedifferentcolours represent discretepsychological skills. “Is clear and consistent in decision making,takes actionsandinspires trust in others” “ ..it often emerges that competencies do notmake psychological sense. Either thepsychological qualities required for differentbehaviours described under a singlecompetency conflict with each other, or thesame thing is true across two (or more)different competencies-implying that it isunlikely that an individual could score highlyon both”.Clive Fletcher (1996) “Takes responsibility within the group,keeps the group working togetherbyadjusting own interventions,supportsandchallenges others” “Uses a combination of logical argument,personal conviction and passionto create awinning case” The ‘DNA’ of leadership potential Assessing potential As Fletcher (1996) states: “the samepsychological factors contribute to differentcompetencies. A common example would be‘emotionalcontrol’. This contributes to theassessment of competencies such as ‘customerrelations’, ‘resilience’ and ‘interpersonalsensitivity’”. Consequently, the strength of competencies inguiding performance management bydescribing clearly observablebehavioursis alsotheir weakness in assessment; they are typicallya mix of psychological factors which donotco-varyand differ in their ability to bedeveloped. The reason for this is that competencies aredescriptions of behaviour, not psychologicalskills. They are themanifestationof theinteraction of a variety of psychologicalprocesses, such as thinking, memory andemotions. Indeed,Boyatzis’ definition of acompetency is: “a motive, trait, skills, aspect ofone’s self-image or social role, or a body ofknowledge which he or sheuses.”Boyatzis(1982) The ‘DNA’ of leadership potential Theoriginsof anew model In order to create a more robust framework for assessing potential, Deloitte Leadership drew on three sources ofresearch: Published researchin the fieldofpsychology,neuropsychologyandpublished leadership research Analysisof DeloitteLeadership’s database ofpsychometric data fromover23,000international leaders Research studiesconductedby Deloitte Leadership into‘high flyers’ and successfulsenior managers The ‘DNA’ of leadership potential Deloitte Leadership Capability Model: Overview TheDeloitte Leadership Capability modelidentifies two distinct elements: Developable Capabilities:These arelearned fa