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    Validating leadership competencies

    The use of different sources of information and different measures to evaluate competence increases validity.

    Source: Book excerpt adapted from Competencies for Staff Educators: Tools to Evaluate and Enhance Nursing Professional Development by Barbara A. Readers of Staff Development Weekly receive a 10% discount on this book!

    Dozens of studies have shown that 50 – 70% of organization improvement initiatives like customer service, leadership development, performance management systems, restructuring, quality improvement, etc. The implementation of leadership competency models is clearly heading toward that same cliff.

    We’ve been guilty of facilitating workshops with management teams pulling competencies out of thin air.

    Some organizations shuffle, sift, and prioritize card decks listing generic competency sets.

    As I outlined in Leadership Lessons from Evidence-Based Medicine, what’s missing is proof that these competencies matter to the organization.

    According to the Office of Personnel Management, 28 different leadership competencies are critical to success that include creativity, resilience and flexibility.

    You can create a spreadsheet, document or illustrate a drawing to show your model. Prepare to measure success by adding the optimal behavior associated with skill to your model.According to CFA results, the model fit of the four latent factors of the LCI was confirmed to be appropriate.Cross-validation with other populations is needed to confirm the factor structure.Used effectively, they become a roadmap to dramatically higher leadership effectiveness.There is a decades-long history of failed organization initiatives.

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