Try these two books:
- The Extraordinary Leader by Zenger and Folkman
- The Leadership Machine by Lombardo and Eichnger

You will have to do a summary of them for your people but these books will have some great information for establishing leadership competencies.

Hi Bonnie! If you are still reading replies to your question I would highly recommend an instrument called SDI, Strength Deployment Inventory. It talks about our driving forces, why we do as we do and how we wish to be valued as inviduals. Great for a motivational leadership in change and other times. You can read more for example at the website www.personalstrengths.co.uk.
Also I would recommend looking at www.leadershiptrainings.co.uk, a site about leadership training, where there is some basic information about situational leadership which is about different leadership styles needed in different situations.

Although Bonnie’s question is over a year old, I’ll offer this for those of you still reading this post.
I’m not aware of a single article that would address this need. However, having developed and implemented leadership competency models and development systems for three fortune 500 companies, here’s my advice:
1. Conduct executive interviews to learn about business challenges and leadership requirements to address those challenges
2. Develop a draft competency model. Select competencies using PDI, DDI, or Lominger or other proven models as reference
3. Create a strategic leadership development model (1-2 PowerPoint slides) – to explain the what, whys, and how, connecting the competencies to the business challenges and your leadership development system
4. Review the competency model with your senior team for refinement and buy-in

So – instead of trying to get buy-in for the approach – just do it. If a “white paper” is needed to support the concept, write it yourself, making it company specific. The best source book has already been referenced – Lominger’s Leadership Machine.

Dan- well said, right on the money, IMHO.

+Assess for gaps.

+Develop a plan to bridge (there are a thousand boy scout virtues to pull from that can define what one wants and needs in varying levels of leadership within the orgn...so perhaps, one solution won't fit all. A line supvsr will not rqr the same VISION and FUTURE THINKING that a 7 figure exec might, as an example)

+"Market it" and "Sell it" to the company using whatever is available and effective within the co.

+Do it.

+Review it, and refine it.

in most efforts we see too much jaw work and not enough paw work.

sf,

Boom

Agree with Dan M's approach. Adding that someway along this proces you will be asked What do you know about being a leader in our business? By all means reference the 3 models suggested, be careful that you do not fall into the best practices trap.


Nero