Keywords : Leadership Competencies

Leadership Competency Model-Drenica: Generalizability of Leadership Competencies

Fadil Çitaku; Hetem Ramadani

International Journal of Organizational Leadership, 2020, Volume 9, Issue 3, Pages 152-162
DOI: 10.33844/ijol.2020.60502

This paper aims to summarize the generalizability of leadership competencies published in field of leadership. This present study used the Leadership Competencies Model of Çitaku et al. (2012), which has investigated six most developed western countries (Austria (A), Germany (D), Switzerland (CH), United States of America (USA), Canada (CA) and United Kingdom (UK)) to find out leadership competencies for efficient leaders. We randomly selected 25 leadership competencies using the Research Randomizer tool and systematically researched on Google Scholar, how many times occur leadership competencies, published between the 2010 and 2020. The analysis of the related literature was conducted by employing a bibliometric analysis of the research on the Google Scholar database between 2010 and 2020. The results of present study showed that there is an outstanding interest in our randomly chosen leadership competences and that these 25 competencies can be applied in any leadership domain. The study brought out 25 important leadership competencies incorporated in seven important domains, resulting with leadership competencies model named DRENICA, which is scientifically robust and can be used in leadership training courses and programs, in all leadership domains. The study concluded that 25 randomly chosen leadership competencies are robust, generalized and can be used in any leadership domain. Future research should be designed to replicate, extend and confirm the present findings. Meanwhile, we have provided a “Leadership Competency Model-Drenica” that can be employed to teach and further investigate leadership competences.

The Role of Catalytic Collaboration in Leveraging Transformational Leadership Competencies to Generate Sustainable Innovation

Solikin M. Juhro; A. Farid Aulia; Donni Hadiwaluyo; Dessy Aliandrina; Edo Lavika

International Journal of Organizational Leadership, 2020, Volume 9, Issue 1, Pages 48-66
DOI: 10.33844/ijol.2020.60490

We analyze the impact of a catalytic collaboration as a tool on the leverage of transformational leadership competencies to generate a sustainable innovation by developing a Sustainable Innovation Matrix (SIM) leadership model. We observe it by employing a unique data set of the behaviors of fifty regional heads (mayors and regents) in Indonesia. The results of the analysis show that the transformational leaders who made a catalytic collaboration have proven ability to create significant impacts on their regions. The changing times in the industry 4.0 era are a great opportunity for a leader to formulate a program involving various parties. Various sources of information can easily be accessed; moreover, it becomes faster and more efficient to communicate with others. The leaders with good transformational leadership competencies who make a catalytic collaboration can generate innovations that not only create relevant impacts on the needs of their regions, but they are also sustainable in terms of economic and environmental aspects. The results also suggested that leaders must be courageous to make innovation and strongly care for their regional development despite limited resources there. In doing so, those leaders must collaborate catalytically with other parties to optimize all available opportunities for the progress of the regions that they lead.