New Leadership Models: From Competencies to Culture
In a context of ongoing disruptive change, leadership continues to be a hot topic for businesses as indicated three years in a row by Deloitte’s annual Global Human Capital survey. Organizational models and ways of working are being challenged, raising questions about the kind of leadership required to ensure sustainable success.
Not surprisingly many firms have recently revisited or are currently revisiting their “Leadership Models” or “Leadership Frameworks”. By these terms we refer to the explicit definition by a firm of its expectations regarding leaders and leadership practice. These models can take different forms – from high level leadership principles to detailed leadership competency frameworks. They serve as a baseline for communicating expectations, designing development programs and selecting and promoting leadership talent.