AL Competencies with Cases and Discussion
Adaptive Leadership Competency Profile ALCP 2.0
Competencies and Items
1.0 Influencing and Motivating
1.1 Instills a unifying, challenging, and rewarding spirit.
1.2 Influences others to help achieve work-related task and or objective.
1.3 Offers encouragement to others to improve motivation and performance.
1.4 Acts as a catalyst and motivates others.
1.5 Brings out the best in people.
2.0 Learning
2.1 Creates a learning environment.
2.2 Turns situations into a learning experience. 2.3 Promotes life-long learning as a way of life.
2.4 Fosters experimentation and learning.
2.5 Promotes innovation.
3.0 Managing
3.1 Uses time and resources efficiently.
3.2 Sets priorities with an appropriate sense of what is most important or urgent.
3.3 Manages operations and provides direction.
3.4 Sees that a job is completed.
3.5 Performs essentials task in ambigious situation.
3.6 Defines performance outcomes and boundaries.
3.7 Sets goals, organizes work effectively, and use resources appropriately.
4.0 Envisioning
4.1 Defines a vision of future realities.
4.2 Sees the light at the end of the tunnel.
4.3 Creates strategic visions, who we are, where we are going, what we can be.
4.4 Sees the “Big Picture”.
5.0 Teaming
5.2 Generates participation through coaching. 5.1 Fosters teamwork, cooperation, and collaboration.
5.3 Fosters co partnering and interdependence among team members.
5.4 Guides to reach consensus.
5.5 Fosters an esprit de corps.
6.0 Ethical Behavior
6.1 Uses principles of truth and honesty.
6.2 Adheres to ethical standards.
6.3 Stands up for what is right.
6.4 Demonstrates integrity.
6.5 Demonstrates a clear commitment to ethical practices.
6.6 Speaks the Truth.
7.0 Developing Human Capital
7.1 Expands human capacity through development programs.
7.2 Takes care of personnel.
7.3 Stretches the capabilities of employees.
7.4 Takes a personal interest in the career development of each team member.
7.5 Generates opportunities for individual growth.
7.6 Identifies the next generation of leaders.
8.0 Communicating
8.1 Speaks openly and directly about performance problems with others.
8.2 Offers others specific and detailed feedback.
8.3 Listens to suggestions and comments and makes changes if the situation allows it.
8.4 Communicates the organization’s values in terms of specific statements on specific issues.
9.0 Decision making
9.1 Benchmarks products and processes.
9.2 Uses an interdisciplinary approach in solving problems.
9.3 Makes difficult decisions and follows up.
9.4 Gets down to the real brass tacks! Defines it, examines it, analyzes it and tries to solve the problem.
9.5 Seeks information from multiple sources to define a task or problem. 165
10.0 Changing
10.1 Experiments with processes and discovers new opportunities and solutions.
10.2 Regards change as a source of vitality and opportunity.
10.3 Leads change and removes barriers to change.
10.4 Changes work process to maximize efficiency and effectiveness.
10.5 Applies technologies to view, explore, analyze and create options for organizational change.
10.6 Abandons outmoded assumptions and beliefs to experiment with some alternative concepts and ideas.
11.0 Effectiveness
11.1 Overall, do you consider the person you are rating to be effective in their job role?
11.2 Is the person you are rating effective in linking the needs of people, teams, and the organization?