What It Takes to Get the Job Done: Competence | Ep. 8 | The Science of Leadership

On this episode of @TheScienceofLeadership, Tom and Justin discuss the importance of competence in leadership. Competence includes expertise in a field and the skills to lead effectively—both essential for trust, credibility, and team cohesion. Competent leaders drive team performance, cohesion, and retention, as studies show that employees are more likely to stay when they perceive their leaders as capable and supportive. To build competence, leaders can invest in personal development, gain practical experience, and seek mentorship.

 

Takeaways

• Competence in leadership involves both expertise in a specific field and the ability to lead effectively.

• Competence is crucial for building trust, credibility, and team cohesion.

• Leaders with competence are associated with improved organizational performance and employee satisfaction.

• Continuous learning and growth are essential for leaders to maintain and improve their competence. Competence in leadership is essential for team cohesion, effectiveness, and reducing intent to leave.

• Leaders can become more competent by investing in personal development, gaining practical experience, and seeking mentorship.

• Resources for further learning on competence in leadership include books like 'The Leadership Challenge' and the US Army's leadership field manual.

 

Key References

• Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765.

• Deci, E. L., Ryan, R. M., & Williams, G. C. (1996). Need satisfaction and the self-regulation of learning. Learning and Individual Differences, 8(3), 165-183.

• Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.

• Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35.

• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.

• Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.

• Kouzes, J. M., & Posner, B. Z. (2023). The Leadership Challenge, 7th ed. Jossey-Bass, San Francisco.

• The Center for Army Leadership. (2004). The U.S. Army Leadership Field Manual. Department of the Army, Washington, DC.