Executive Competencies Research Articles

Leadership Diagnostic: Unlocking Human Competence for Effective Strategy Execution

Despite unprecedented technological advancement, people remain the most important resource for businesses to execute strategy. Yet, research reports that not all businesses ensure the optimum functioning of their people. This is evident from reports on (a) low levels of employee engagement, (b) deployed positions do not utilise peoples’ ‘competence’, (c) leadership lacks information linking employees to strategy execution and resultant business performance, (d) measuring employees’ contribution to business performance more readily at the tactical and operational levels than the strategic level of measurement, and (e) failure of strategy execution. Neglecting people is an enigma as leadership has long honed tools to make the most of their employees. One such tool is people analytics and another is strategy shaping. Consequently, we explored businesses use of people analytics in strategy execution, the vehicle ensuring business performance. This paper reports on the study. A literature review integrated strategy and people analytics culminating in a diagnostic which leadership can use to unlock human competence. An empirical study followed. Limited empirical evidence on the topic justified an exploratory survey which utilised an online questionnaire to collect vast amounts of standardised data from a purposively selected sample as best fit, which is uncommon. The data were descriptively analysed. The findings (a) showed that strategic level measurement is present at all levels of strategy shaping, and (b) overlooked at the business operational level where strategy is translated and executed, (c) revealed that these overlooked measurements are consequential for unlocking human competence, and (d) illustrated how people link to strategy execution. These findings provide preliminary evidence necessitating further descriptive and explanatory studies. This diagnostic provides requisite information enabling leadership to optimise the functioning of their employees by deploying suitably competent people in appropriate positions, rendering them available to perform, resulting in higher engagement levels, enhancing effective strategy execution, and improving business performance. This study contributes knowledge by demonstrating how people link to strategy execution, enabling leadership to make better decisions by discerning and selecting the critical people measures ensuring strategy execution and thus, business performance.

Ears on the Street: Practitioner Opinions on What Competencies Sales Executives Need and How to Develop Them

The goal of this in-depth interview study was to gain knowledge about important, needed and developed competencies of executives. Supplementary design factors and implementation barriers were examined as framework conditions for competency development. The study ( N = 66) gathers information from three different subject groups: executives ( n = 22), freelance trainers ( n = 23), and corporate HR professionals responsible for executive development ( n = 21). A total of 13 important competencies were extracted from the answers of all respondents. Groups agreed on five competencies (leading, communication, achievement motivation, organizing and strategy, social influence) which are therefore classified as needed. Design factors and implementation barriers were classified, ranked according to relevance and evaluated in general and on a group-specific basis. The two most important design factors mentioned by all subject groups are: 1) to ensure the practical relevance of development programs; and 2) to include time for discussion and reflection. The three most common barriers are daily business, conflicting old habits and lack of motivation. Results also show that other competencies are also developed, but are not classified as needed (e.g., openness for novelty, and self-reflection). These findings provide insight and guidance for creating training and development programs for sales executives that focus on the competencies that are needed and how these can be developed.

AONL Nurse Leader Competencies: Core Competencies for Nurse Leadership

AONL Nurse Leader Competencies: Core Competencies for Nurse Leadership

The Effect of Executive Competence and Integrity on Employee Performance: Motivation as a Mediation

Aims: The financial services sector is a strategic industry, so developing a competitive financial services sector needs to be supported by professional human resources with integrity and global competitiveness. This study aimed to determine the effect of competence and integrity on employee performance through motivation as a mediating variable.
 Study Design and Methodology: The sample of this study was 205 employees of Sharia Rural Bank (BPRS) in Lampung Province, Indonesia. Data were obtained through questionnaires and processed using the Smart PLS analysis tool.
 Results: The results of this study show that competence has a positive and significant effect on employee performance. Integrity has a positive and significant effect on employee performance. Competence has an insignificant positive effect on employee performance through motivation mediation. Integrity positively and significantly affects employee performance through motivation mediation.
 Implications: This research suggests that BPRS needs to increase Good Corporate Governance (GCG) in the management to produce executive officers and employees with high competence and integrity so that they can make banks healthy. They can minimize fraud in bank financial management.

Nursing Leadership Across the Continuum: The Nurse Leader in Industry.

Nurse leaders are increasingly called upon to provide their experience, expertise, and unique perspectives in nontraditional settings including in industry. Technology, software development, analytics, insurance, government, nurse entrepreneurs in business, consulting, and pharma are a few of the types of industries more frequently utilizing nurse leaders to inform, grow, govern, and operate their businesses. While the settings and skills may be different, the leadership competencies articulated through the American Nurses Association Nursing Administration Scope and Standards of Practice and the American Organization for Nursing Leadership Nurse Executive Competencies are still very much aligned and important to industry nurse leaders. This article articulates those commonalities and contrasts.

국어교사 창의융합교수역량 검사 개발 및 타당화

The purpose of this study is to develop and validate a test to measure the creative confluence teaching competency of Korean language teachers. Therefore, the components and sub-variables of the creative confluence teaching competency that Korean language teachers should have were derived and completed through the validation process. First, the concept and components of the Korean language teacher's creative confluence teaching competency, which was first derived through FGI, were identified. Second, the validity of the components (four competency groups, seven competencies 12 sub-competency) and 34 measurement items were confirmed through the expert content validity. Third, the data of 200 students collected from Korean teachers were processed by exploratory factor analysis (EFA) and the data of 202 students was analyzed by confirmatory factor analysis (CFA). As a result of this study, the statistical fitness level of the measurement model was confirmed, and the construct validity was secured by confirming the convergent validity and discriminant validity. Cross-validity between sex, age and group of affiliation was also identified. Therefore, the test of the Korean language teacher's creative confluence teaching competency developed in this study was confirmed to be four competency groups: the Korean language teacher's creative confluence expertise, the creative confluence Korean language class design competence, the creative confluence Korean language class execution competence, and the creative confluence Korean language class evaluation competence.

Conceptual Core Competency Model for Halal Executives in Food Manufacturing Companies

A competent halal executive is essential and an integral part of the Halal Management System in Halal-certified companies. Core competencies in general are linked with job productivity, job performance, and organisational performance. In Malaysia, initiatives are currently underway to produce competent and professional Halal executives. As for now, the competencies of halal executives are yet to be defined. Defining and identifying the core competencies is pivotal as the Malaysian Halal industry needs to appoint more competent halal executives to serve the halal-certified companies. Thus, this article aims to identify the set of competencies for halal executives via a literature review. This would allow for the further development of the Halal executive core competencies conceptual model. In addition, the background of Halal executives in the Malaysian Halal industry is also discussed to provide context for this review article. The conceptual model proposed is useful in discussing and developing the idea of core competencies, especially in the halal manufacturing industry context. A comprehensive core competencies model is useful for preparing future halal executives, evaluating halal executives' practises in the workplace, and for their lifelong professional development. Other countries could use the same core competencies framework to inform the development of the human resource related to Halal.

Strategic Leadership Qualities to Enhance the Payment Culture for Municipal Services within an African Context

The purpose of this study was to identify the strategic leadership qualities required of municipal role-players to cultivate a payment culture for municipal services in the North West Province in South Africa. A systematic review and comparative study were conducted to compare the strategic competencies of executives in Canada, the United States of America, and the United Kingdom. These are considered leading countries in service provision. The study proposes that municipalities should be visionary and result-driven, and engage people, while collaborating with relevant stakeholders to achieve desired results. The study further recommends that municipal role players adopt strategic leadership to achieve change through a planning and development process that involves assessing future goals and mapping specific actions. Furthermore, municipalities should achieve their goals through a strategic process of analysis, formulation, implementation, and evaluation, all of which entail a number of constituent tasks.

Executive competencies and individual ambidexterity: shaping late-career transition to Canada’s recreational cannabis industry

PurposeThe authors contribute to scholarship on motivation for late-career transition, by examining how older executives drew on individual ambidexterity (IA) in the stigmatized, Canadian-licensed recreational cannabis industry.Design/methodology/approachThe methodology utilizes a qualitative method, utilizing semi-structured interviews with 15 late-career executives. Inductive examination of data uncovered subthemes related to motivations for late-career transition, exploring and exploiting competencies, and known and unknown boundary conditions.FindingsMotivations explained the impetus to join, while ambidexterity allowed executives to employ explorative and exploitive competencies to weather boundary conditions. Late-career transitioning to a stigmatized emerging industry presents an unprecedented mode of bridging employment for older workers.Research limitations/implicationsThis small exploratory study of a nascent industry is limited in its generalization across different contexts but relevant to others in cannabis and other emerging industries. Increased focus on Human resources management (HRM) related research on late-career transition due to limited studies and IA.Practical implicationsCannabis can be a risky employment venture for older workers that may affect future job prospects due to stigmatized views or present devastating financial risk. Older workers with knowledge, experience and skill remain relevant utilizing IA and their ability to manage difficult boundary conditions. Older experienced workers can bridge novel new opportunities before retiring.Originality/valueThe authors incorporated IA, expanding on literature related to boundary conditions in the late-career transition of executives into stigmatized recreational Cannabis. The authors introduce a new mode of bridge employment for late-career workers.

Human Systematic Innovation Helix: Knowledge Management, Emotional Intelligence and Entrepreneurial Competency

This study analyzes the relationship between the innovation capacity of Spanish companies through the ability to obtain their information through the integration of these three variables: knowledge management, emotional intelligence, and entrepreneurial competency of Spanish executives. The questionnaires were distributed to executives of companies from different sectors of activity. The sample consists of 241 executives. The hypothesis was examined by structural equation modeling. Regarding the direct effects, the hypothesis testing result proves that the knowledge management of executives exerts a positive effect on Innovation, and, the entrepreneurial competency of executives exerts a positive effect on innovation. However, the influence of EI on innovation is not significant. The indirect effect shows that the integration of knowledge management, emotional intelligence and entrepreneurial competency of executives exert a positive statistical effect on Innovation at enterprises. This paper contributes with both, scientific and socio-economic impacts. Scientific impact, generating new knowledge that strengthens the value of executives as a catalyst for innovation; and, socio-economic impact, originating the human systematic innovation helix, a new socio-economic management tool to develop knowledge management capacity, socio-emotional abilities, and entrepreneurial competencies of executives, which acts as a lever to boost the results of innovation at companies.

Part 2. Mentoring Beyond the Nursing Profession

In my last column,1 I discussed mentoring, which included definitions from the American Organization for Nursing Leadership’s Nurse Executive Competencies.2 We learned that mentoring is both a leadership and a professionalism competency, and nurse leaders are expected to fulfill dual mentoring roles—to be mentored as the protégé, and to mentor as the experienced adviser providing guidance, motivation, emotional support, and role modeling. While nurse leaders are all familiar with mentoring other nurse leaders, the nursing profession has much to gain if those same nurse leaders would commit to mentoring professionals in other industries.

ОСОБЛИВОСТІ ЦИФРОВОЇ ТРАНСФОРМАЦІЇ БІЗНЕСУ В УМОВАХ НЕВИЗНАЧЕНОСТІ

The current stage of Ukraine's development is characterized by the decline of many industries in most regions, the curtailment of social and environmental programs in this direction. Such conditions require new approaches not only in planning the development of the range of services, the application of appropriate sales technologies, but also in the formation of new approaches to cost management and increasing the efficiency of business structures. It was found that the advantages of digitalization become a driving force, as well as a competitive advantage of business structures and their stakeholders. The purpose of the study is to determine the features of the process of digital transformation of business in conditions of uncertainty and to identify factors influencing its implementation. The strategic direction of digital development in recent years was the creation of digital infrastructure as an element of the business environment. It has been proven that the business environment in Ukraine is characterized by significant intrusion into the economic affairs of the state and government entities, as well as insufficient efficiency and inconsistency of the applied regulatory tools. Against this background, the need to make management decisions at enterprises in conditions of uncertainty is significantly increased. The possible consequences of the growth of the digital economy for the following subjects were studied: entrepreneurs and employees; consumers of goods and services; unemployed or potential employees; government. It has been proven that the need for digitization processes can be somewhat different at the macro- and micro-level. Thus, the effectiveness of the digital transformation policy is determined by its compliance with the needs of the country's socio-economic development, as well as the interests of individuals and legal entities and the opportunities of the economy. The general policy of digital transformation in the country can only be an auxiliary tool in general economic regulation measures. It is necessary to start digital transformation at a specific enterprise by defining the purpose and reason for the changes. In addition to external conditions, with the help of strategic analysis, it is necessary to identify problem areas and growth areas of the enterprise, in which digital tools can be most appropriate. It was concluded that in conditions of uncertainty, the digital and IT infrastructure, the financial capabilities of the enterprise, and the competence of managers and executives should be clearly assessed. Also, the development of business transformations will be positively influenced by the formed digital support infrastructure.

Development of professional competence of mining executives according to the concept of the learning organisation

Development of professional competence of mining executives according to the concept of the learning organisation

ANALISIS INDEKS KEPUASAN MASYARAKAT TERHADAP LAYANAN PUBLIK PADA PT. PLN (PERSERO) ULP MANNA

The purpose of this study is to determine the index of community satisfaction with public services at PT. PLN (Persero) ULP Manna. The analytical method used is Public Satisfaction Index based on the Regulation of the Minister of Administrative and Bureaucratic Reform of the Republic of Indonesia Number 14 of 2017 with 9 indicators, namely requirements, procedures, completion time, costs/rates, product specifications, types of services, executive competence, behavior implementer, handling complaints suggestions and inputs, facilities and infrastructure. Public Satisfaction Index on public services at PT. PLN (Persero) ULP Manna is 78.25 with the quality of service B with good criteria because it is in the conversion interval value range of 76.61 - 88.30. Facilities and infrastructure elements are the elements that get the highest average score, namely 3.31 with Good criteria, this is because PT. PLN (Persero) ULP Manna has provided good facilities and infrastructure in providing services to the community. The elements that received a poor score were the time for completion of services with an average value of 3.00 and the handling of complaints and suggestions with an average score of 3.04 with a poor rating because it was located in the interval value 2.60 - 3.064..

Influential Article Review - What Are the Information System Competencies That Managers Must Have? Advancement of Public Administration Degree Program

This paper examines information technology. We present insights from a highly influential paper. Here are the highlights from this paper: This paper analyzes the competences required by executives to manage information system, and consequently, the competences that must define the information system subjects in non-technical degrees, degrees, such as Public Administration or Business Management. This work reviews the literature about business managers’ competences on Information Technologies (IT) and compares the theory with the traditional body of knowledge about information systems taught at business schools. By analyzing the executives’ function, their role in the information system management, and, above, all the importance of their decisions in the effective integration of IT in business processes, this work proposes specific development in seven knowledge areas that facilitate the acquisition of these types of executive competences. For our overseas readers, we then present the insights from this paper in Spanish, French, Portuguese, and German.

A Study on Core Competency Level and Difference by Teaching Experience of Middle School Beauty Teacher

The purpose of this study is to analyze how the level of teacher core competency differs according to the teaching experience of a beauty school teacher. A survey was conducted to analyze the core competencies of beauty teachers. The analysis method is a one-way ANOVA. As a result of analyzing the core competency level of beauty teachers, ‘executive competency’ was the highest, followed by ‘attitude competency’, ‘knowledge competency’. In the case of knowledge, compared to ‘theoretical knowledge of the major and the major subject in charge’, ‘practical ability for the major and the major subject in charge’, ‘the ability to apply teaching and learning evaluation related to the major’, ‘the professor related to the major’, ‘Learning evaluation development ability’ was evaluated low, In the case of performance, the average was slightly higher than that of knowledge and attitude in all competencies, and the level of ‘the ability to instruct students to acquire a certificate related to a major’ was evaluated high. In terms of attitude, ‘the ability to communicate smoothly with peers’ was high. As a conclusion of this study, it was found that in order to respond to the internal and external beauty subject education environment and increase the quality change of beauty subject education, It is necessary to strengthen the competence of professional beauty teachers.

The effect of a mindfulness-based intervention on executive, behavioural and socio-emotional competencies in very preterm young adolescents

Very preterm (VPT) children and adolescents show executive, behavioural and socio-emotional difficulties that persists into adulthood. This study aims to assess the effectiveness of a mindfulness-based intervention (MBI) in improving these competencies in VPT young adolescents using a randomised controlled trial design. 56 young adolescents aged 10–14 years, born before 32 gestational weeks, were randomly assigned to an “intervention” or a “waiting” group and completed an 8-week MBI in a cross-over design. Executive, behavioural and socio-emotional competencies were assessed at three different time points via parent and self-reported questionnaires, neuropsychological testing and computerised tasks. The data were analysed using an intention-to-treat approach with linear regression modelling. Our findings show a beneficial effect of MBI on executive, behavioural and socio-emotional competencies in VPT young adolescents measured by parent questionnaires. Increased executive competencies were also observed on computerised task with enhanced speed of processing after MBI. Two subgroups of participants were created based on measures of prematurity, which revealed increased long-term benefits in the moderate-risk that were not observed in the high-risk subgroups of VPT young adolescents. MBI seems a valuable tool for reducing detrimental consequences of prematurity in young adolescents, especially regarding executive, behavioural and socio-emotional difficulties.Clinical Trial Registration ClinicalTrials, NCT04638101. Registered 20 November 2020—Retrospectively registered, https://clinicaltrials.gov/show/NCT04638101.

Data-Based Self-awareness as the Foundation for Effective Leadership.

The AONL Nurse Executive Fellowship supports nurses who are new to an executive role in developing critical executive competencies. Participants engage in an in-depth specialized assessment process to help them understand themselves and the impact on their leadership. Learnings from the 1st 2 cohorts of fellowship participants provide insight into challenges faced by new executives and how self-awareness can improve performance to address those challenges.

Climbing the Ladder to Jump Ship? A Sequence Analysis of Executive Development and Job Mobility

Executives learn from work experiences, advance through job changes, and move from companies to companies. Throughout this process, how do different work experiences relate to development of executive competencies and job mobility? In this study, we conducted a time sequence analysis to explore three primary questions: (1) What are the major paths of work experiences that lead up to senior executive positions? (2) How does an executive’s path of work experiences relate to post-GM job mobility? (3) How do executive competencies affect job mobility? Using sequence analysis on longitudinal data collected in 2001-2004 (Time 1) and 2019 (Time 2), we identified three distinctive paths of general manager (GM)’s work experiences in a Fortune 100 company across half a century from 1963 to 2019, namely stayer, internal mover, and external mover. Different paths of work experiences were associated with different levels of executive competencies measured at the transition point of taking on the GM position which led to future turnover and employer transitions. These findings highlight the sequential and temporal nature of work experiences in executive careers and also underscore the critical role of executives’ developmental paths on their future job mobility, therefore shedding theoretical and practical light on executive development and job mobility

Kepuasan Masyarakat terhadap Pelayanan Publik pada UPTD. Pelayanan Pajak dan Retribusi Daerah Provinsi Bali

This study aims to determine community satisfaction with public services seen from the indicators of requirements, procedures, completion time, costs/tariff, product specifications for service types, executive competence, executor behavior, complaint handling, suggestions and input, facilities and infrastructure and the overall community satisfaction index. The number of samples taken was 399 respondents with accidental sampling technique. Methods of data collection using questionnaires, interviews, and documentation. The data analysis technique uses descriptive data analysis. The results of the research show that the requirement indicators get a good category, procedure indicators get a good category, completion time indicators get a bad category, cost/tariff indicators get a good category, service type specification product indicators get a good category, executor competency indicators get a good category, indicators the behavior of the implementer is in a good category, the indicators for handling complaints, suggestions and inputs are in good categories, indicators for facilities and infrastructure are in good categories, the overall community satisfaction index is in good categories.