Development of local leader

• Was developed by Army and the Defense Department of US in 1990s, a project led by Mark Mumford.
• The end product is known as a “capability model” (or skill model) that frames performance as the capabilities (skills and knowledge) that make effective leadership performance possible.
• Has three characteristic features:

Individual attribute à Competencies (know) à Outcomes (do)

Four individual/personal attributes

1. General Cognitive Ability : Intelligence, which is linked to biology, rather than experience
2. Crystallized Cognitive Ability — Intellectual ability that is learned or acquired over time.
3. Motivation — This is the performer’s willingness to tackle problems, exert their influence
4. Personality — These are any characteristics (traits?) that help the performers to cope with complex organizational situations.

Four major competencies

1. Problem-Solving Skills — These are the performers’ creative abilities to solve unusual and normally ill-defined organizational problems.
2. Social Judgment Skills — This is the capacity to understand people and social systems.
3. Knowledge : Accumulation of information and the mental structures to organize that information.
4. Professional Skills and Knowledge — Knowledge and skills critical for producing outputs.

Development of local leader

There are five effectors on the leadership development model:

1. Modeling — This includes both Observational Learning in which we “learn” from observing others and other forms of social learning in which we learn from being situated in a common environment with others.
2. Mentoring :The informal transmission of knowledge, social . psychosocial support.
3. Coaching — Encouraging the individual to improve both job skills and knowledge.
4. Training/Development — Learning that is provided in order to improve performance on the present job and helping others to acquire new horizons, technologies, viewpoints.
5. Feedback — The learner responds in such a way as to reverse the direction of change