The C-Level View: Leadership Insights from Top Executives

The Right Stuff: 16 Competencies for Effective Leadership

The challenges faced by executives at the top levels in an organization can differ a great deal from those at the middle management level. As a result, the leadership competencies required of senior executives shift, too. CCL's Michael Campbell offers an overview of 16 competencies that current top executives should demonstrate and aspiring executives should learn.

"The 16 scales were identified by CCL researchers as representing important leadership competencies for executives," says Campbell. The scales form the basis for Executive Dimensions, a 360-degree assessment instrument designed to address the specific leadership issues of presidents, CEOs, COOs and executive and senior vice presidents. The assessment is used in CCL's Leadership at the Peak program.

Unlike other 360s, the Executive Dimensions normative base does not include every individual that has completed the survey as a participant. Rather, it is tightly screened to capture exclusively top-level leaders at large organizations. It contains 170 presidents, CEOs, VPs, managing directors and other chief operating officers from organizations with over 1000 employees. The assessment is used in CCL's Leadership at the Peak and Developing the Strategic Leader programs as well as by internal HR managers tasked with developing C-suite leaders in their own companies.

If you're not managing at the top, your day-to-day challenges and the skills needed will differ somewhat from these 16 scales, according to Campbell. However, by comparing your own results to these top leaders in the Executive Dimensions normative base, you can begin to plan your long-term leadership development. "Strategic Planning, for instance, may not be required in your current role," says Campbell. "But when you know that it is a skill you will need in the future, you can set your development goals and begin to expand your portfolio of skills."

The 16 competencies measured by Executive Dimensions are organized into three conceptual factors. The factors and their corresponding scales are:

Factor 1: Leading the Business
Sound judgment: makes timely decisions; readily understands complex issues; develops solutions that effectively address problems.
Strategic planning: develops long-term objectives and strategies; translates vision into realistic business strategies.
Leading change: supports activities that position the business for the future; offers novel ideas and perspectives.
Results orientation: aligns resources to accomplish key objectives; assigns clear accountability for important objectives.
Global awareness: leads the organization in understanding international issues; tracks global trends and world events.
Business perspective: understands the perspectives of different functional areas in the organization; has a firm grasp of external conditions affecting the organization.

Factor Two: Leading Others
Inspiring commitment: motivates others to perform at their best.
Forging synergy: maintains smooth, effective working relationships; permits effective teamwork.
Developing and empowering: offers constructive feedback and encouragement; delegates work and encourages individual initiative.
Leveraging differences: works effectively with people who differ in race, gender, culture, age or background; leverages the unique talents of others to enhance organizational effectiveness.
Communicating effectively: expresses ideas clearly and concisely; disseminates information about decisions, plans and activities.
Interpersonal savvy: understands own impact on situations and people; accurately senses when to give and take when negotiating.

Factor 3: Leading By Personal Example
Courage: acts decisively to tackle difficult problems; perseveres in the face of problems; takes the lead on unpopular though necessary actions.
Executive image: communicates confidence and steadiness during difficult times; adapts readily to new situations.
Learning from experience: reflects on and learns from experience; understands own weaknesses and how to compensate for them.
Credibility: acts in accordance with stated values; follows through on promises; uses ethical considerations to guide decisions and actions.

"Even if you're not aiming for a senior-level job, take time to evaluate how important each competency may be in your current or desired job. Then consider what areas are your strong suit and where you need more development," suggests Criswell.

Are All Executive Dimensions Competencies Equal?

Executive leaders show an effective level of competence among all 16 executive dimensions scales, according to their observers. Even so, observers do give greater weight to some competencies. The table below shows the relative importance of the scales and the average competency rating of more than 900 executives.

The two scales with the greatest discrepancy between Importance and Competency are "Sound Judgment" and "Strategic Planning." These differences indicate areas of development for many executive leaders, especially when the pressure to focus on short-term results may supersede all else. Scale Importance Competency

Sound Judgment                            4.5 3.6
Credibility                                         4.4 4.0
Results Orientation                      4.2 3.7
Communicating Effectively       4.2 3.6
Strategic Planning                        4.2 3.5
Leading Change                             4.0 3.6
Courage                                              3.9 3.7
Inspiring Commitment               3.8 3.5
Business Perspective                    3.8 3.6
Forging Synergy                              3.7 3.4
Executive Image                             3.7 3.7
Developing And Empowering   3.7 3.5
Interpersonal Savvy                     3.6 3.4
Learning From Experience       3.4 3.5
Leveraging Differences                3.0 3.6
Global Awareness                          2.5 3.3


The above Executive Dimensions data was collected 01/01/2001 to 08/08/2005; LAP Participant N = 936; All Observer N = 9,618
Importance Scale: 1 = Least Critical to 5 = Most Critical
Competency Scale: 1 = Deficient, 2 = Marginally Effective, 3 = Effective, 4 = Highly Effective, 5 = Exceptional.

This article is adapted from "Executive Dimensions" by Dianne Nilsen, Ph.D., and Glenn Hallam, Ph.D., Center for Creative Leadership, © 1998, 2000 and "Research Highlights: Leadership at the Peak," Center for Creative Leadership, June 2006.