leadership competencies - final report
TRANSCRIPT
-
8/2/2019 Leadership Competencies - Final Report
1/73
LEADERSHIP COMPETENCIES FOR SUCCESSFUL CHANGE MANAGEMENT
Study Report
Prepared by:
Milan Pagon, Emanuel Banutai, Uro BizjakUniversity of Maribor, Slovenia
-
8/2/2019 Leadership Competencies - Final Report
2/73
Table of Contents
1. INTRODUCTION..31.1 Competencies in General.....3
1.2 Leadership Competencies....3
1.3 Competency Model...5
2. THE EMPIRICAL PART OF THE STUDY.112.1 Sample..11
2.2 Questionnaire......13
2.3 Results......16
2.4 Conclusion...27
3. REFERENCES.294. APPENDICES...30
-
8/2/2019 Leadership Competencies - Final Report
3/73
LEADERSHIP COMPETENCIES FOR SUCCESSFUL CHANGE
MANAGEMENT
1 INTRODUCTION1.1 Competencies in General
A competence in general can be understood as the ability of an individual to activate, use and
connect the acquired knowledge in the complex, diverse and unpredictable situations (Perrenoud,
1997, in Svetlik, 2005). Gruban (2003) defines competencies as the ability to use knowledge and
other capabilities, necessary for successful and efficient accomplishment of an appointed task,
transaction of work, goal realization, or performance of a certain role in the business process.
Competencies encompass knowledge, expertise, skills, personal and behavioral characteristics,
beliefs, motives, values, etc. They are behavioral records of the roles, which people perform in
the work processes. To avoid terminological confusion, Ellstrm (1997; cited in Virtanen, 2000)
distinguishes a competence from a qualification. He considers competence as an attribute of an
employee referring to a kind of human capital or a human resource that can be transformed into
productivity while qualification is understood as requirements of a certain class of work tasks
(a job).
1.2 Leadership CompetenciesChanges in organizations are more and more common. They appear at faster pace and employees
are expected to be even more adaptable. Leaders play an important role in setting an example for
all those values, behaviors and considerations expected from employees. Leaders have to achieve
-
8/2/2019 Leadership Competencies - Final Report
4/73
It is necessary to distinguish between leadership competencies in profit organizations and public
(as well as not-for-profit) organizations. Nature of activity, context, orientation of work and the
budget, to name only a few areas, cause certain distinctions in leadership competencies between
these two groups. There is a lack of studies comparing leadership factors and skills relevant to
profit, public, and not-for-profit organizations.
According to Bennis (1987; cited in Thach et al., 2007), there are a few leadership competencies
that have been proven time and again as mandatory for effective leadership. These include the
competency clusters of vision and goal-setting, interpersonal skills, self-knowledge and technical
competence regarding the specifics of the business in which the leader works. In addition,
commonly referenced competencies include: integrity/honesty, communication, technical
competence, diversity consciousness, developing others, results-orientation, change management,
interpersonal skills, problem-solving, decision making, political savvy, strategic/visionary
thinking, customer focus, business skills, team leadership, influence skills, conflict management,
more recently emotional intelligence, social and environmental responsibility, depending on the
culture of the organization even humor and innovation (Trinka, 2004; cited in Thach et al., 2007;Spencer and Spencer, 1993; Employers Organization, 2004; Guggenheimer and Szule, 1998;
Breckenridge Consulting Group, 2004; OPM, 1992; Laszlo, 2003; Goleman, McKee and
Boyatzis, 2002; Thompson, 1985). There appear to be minor differences in the not-for-profit and
profit leadership competency models. Not-for-profit organizations tend to center around new
competencies such as governance effectiveness, boardroom contribution, and service to
community (Chait, Ryan and Taylor, 2004; cited in Thach et al., 2007). On the other hand, profit
organizations tend to emphasize financial responsibility and accountability more than non-profit
organizations. Public administration organizations tend to emphasize political savvy more, as
well as physical health/endurance and building coalitions (Horey and Fallesen 2003 cited in
-
8/2/2019 Leadership Competencies - Final Report
5/73
behavioral components, applicable as a whole in an efficient activity (OECD, 2002; cited in
Svetlik, 2005).
1.3 Competency Model
A competency model was developed for this study (Figure 1), based on a comprehensive
literature review. The model starts with the antecedents of competency development.
1.3.1 Antecedents of Competencies DevelopmentAn antecedent is here understood as a precondition for a leaders individual competency
development. One of the purposes of this study is to find out to what extent a particular
antecedent is actually associated with a particular leadership competency. Literature review
identified various antecedents. However, our model includes the following antecedents:
Primary socialization, Work introduction, Consulting, Characteristic of the environment, and Work experience (Svetlik, 2005; Medve, 2006).
In addition, other included antecedents are:
Secondary socialization (education, friends) (Cugmas, 1991), Mentoring, coaching, and on-the-job training (Allio, 2005; Kim, 2007), Workshops, individual coaching sessions (Rappe and Zwick, 2007).
1.3.2 Leadership CompetenciesDefinition, understanding, and implementation of competencies for selected employees (the
-
8/2/2019 Leadership Competencies - Final Report
6/73
Figure 1 - Competency Model
Virtanen (2000) explored the generic features of public managers. He presented a model of five
competence areas: task competence, professional competence in substantive policy filed,
professional competence in administration, political competence and ethical competence (see
Table 1). Furthermore, he uttered that much of previous research on managerial competence saw
management as a generic profession and the differences between private and public sector were
not directly addressed. Task and professional competence are in many ways the same for both
-
8/2/2019 Leadership Competencies - Final Report
7/73
In our model, we adopted a view of Medve (2006), who claims that competencies are a
conglomerate, consisting of three dimensions: cognitive, functional, and personal/social
competencies.
Table 1
The competence areas of public managers
Criterion ofcompetence
Contingencies of publicservice
Competence area
Value area
Instrumental
competence
Task competencePerformance
Given goals and meansUse of instruments
Motivation Abilities
Professional competence
In subject area
Development of the
policy object
Known selection of means,implicit goalsFormation of instruments
out of resources
Control of the
policy object
Know-how of the
policy object
In administration
Development of policy
execution
Specification of the policy
goal
Allocation of the resources
Control of the
policy program
Know-how of
cooperation
Political competence
Legitimacy
Creation and authorization
of the goal
Creation and detachment of
resources for the goal
Ideology, interests Possession of power
Ethical competence
Justification
Acceptability of the goal
Acceptability of the
resources and theirinstrumentalisation
Morality Argumentation
Source: Virtanen (2000)
1.3.2.1 Cognitive competenciesEducational environment in an early age has tremendous impact on cognitive competencies
development. Systematic knowledge generates cognitive competencies, including those concepts
of spontaneous experiences at the implicit level of knowledge (Medve 2006) This dimension of
-
8/2/2019 Leadership Competencies - Final Report
8/73
Analytical skills, and Numerical abilities (Svetlik, 2005; Medve, 2006).
1.3.2.2 Functional competenciesMethodological knowledge generates functional competencies (Medve, 2006). These
competencies are qualifications and skills that an individual needs for every day problem solving
or to perform a concrete activity. Particularly significant functional competencies include:
Language and communication skills, Technological skills (IT, media etc.), Multicultural competencies (knowledge of a general and other cultures, foreign
languages, etc.),
Learning abilities and personal development, Career planning skills, Managerial skills, and Decision skills (Svetlik, 2005; Medve, 2006).
In addition, other functional competencies are:
International environment skills, and Globalization skills (Manning, 2003; May, 1997; Jokinen, 2005; Suutari, 2002; Harris,
2001).
1.3.2.3 Personal and social competenciesThe third dimension consists of competencies, which enable an individual to establish and
maintain relationship with others:
Self-direction,
-
8/2/2019 Leadership Competencies - Final Report
9/73
Additional competencies include:
Character, creativity and compassion (Allio, 2005).
1.3.3 The Outcome Successful Change ManagementSuccessful change management is an important element of this study, as it represents a criterion
for an individual competency assessment. Therefore, basic elements of change management have
to be taken into consideration:
How do organizations react to environmental changes and how they try to impact theenvironment
How risky are the changes (the role of resilience and firmness) Change as a condition for basic capability planning in order to achieve success in the
future
Guided and unguided, planned and unplanned change of organization a course and theextent of changes
The meaning of right timing, when to start the change And last but not least, resistance to change and managing it.
Change in an organization can be very different. Lorenzi and Riley (2000) identify four types of
changes, with the definite possibility of overlap among them:
Operational changes, affecting the way the ongoing operations of the business areconducted
Strategic changes, that occur in the strategic business direction Cultural changes, which affect the basic organizational philosophies by which the
business is conducted
-
8/2/2019 Leadership Competencies - Final Report
10/73
Table 2Cultural transformation in government
Traditional Values Instruments of Reform New Cultural Values
Citizens empowermentAccountability
Hierarchies of control End of lifelong career Openness
Conformity Policy dialogueTransparency
Impersonality of workNormalization of employment
conditionEfficiency
Authority through position Delegation of authority Effectiveness
Command-control paradigm Performance-oriented focus Authority through leadership
Subtle leadership Managerial culture
Source: OECD (2007)
Managing change from traditional values to new cultural values, as defined in Table 2, enables us
to examine and assess successfulness of change management in a particular public administration
institution. Outcome indicators, included in our model, are:
Productivity, Relationship quality, Number of conflicts, Level of cooperation, Organizational culture and climate, Organizational learning curve,
-
8/2/2019 Leadership Competencies - Final Report
11/73
2 THE EMPIRICAL PART OF THE STUDYThis part of the report describes the research conducted to test the competency model described
above.
2.1 Sample
284 public administration managers completed an on-line survey. Those 284 participants were
from the following countries (including the European Commission):
Country No. % Country No. %
EuropeanCommission
2 0.70 Italy 3 1.06
Austria 9 3.17 Latvia 20 7.04
Belgium 4 1.41 Lithuania 6 2.11Bulgaria 32 11.27 Luxembourg 6 2.11
Cyprus 17 5.99 Malta 14 4.93
Czech Republic 3 1.06 Netherlands 2 0.70Denmark 2 0.70 Poland 16 5.63
Estonia 2 0.70 Portugal 16 5.63
Finland 3 1.06 Romania 0 0France 6 2.11 Slovakia 15 5.28
Germany 8 2.82 Slovenia 12 4.23
Greece 7 2.46 Spain 3 1.06Hungary 23 8.10 Sweden 36 12.68
Ireland 14 4.93 United Kingdom 3 1.06
Among the participants, there were 153 (54%) males and 130 (46%) females and one person did
not provide an answer to that question.
-
8/2/2019 Leadership Competencies - Final Report
12/73
The mean age of the participants was 46.2 years. Sample included 41 (14.5%) people with a
doctoral degree, 138 (49%) had a master's degree, 95 (33.7%) had a university degree, 8 (2.8%)
participants had a high school degree or less, and 2 participants did not answer this question.
172 (61.2%) participants reported being in the rank of middle management, while 109 (38.8%)
indicated the rank of top management, and 3 people did not indicate their rank.
-
8/2/2019 Leadership Competencies - Final Report
13/73
2.2 Questionnaire
Based on the model described in the introduction, we developed a questionnaire. We used several
existing scales (The Big Five Factors of personality, Locus of Control, Terminal Values). In
addition, based on the reviewed literature, we created scales for measuring the factors of training
and environment, individual traits, competencies and successful change management.
There were the following sections and scales included in the questionnaire:
Demographics:o Gendero Ageo Countryo Educationo Job Titleo Ranko Work Experienceo Work Experience in Public Administration (PA)o Work Experience at the Current PA Institutiono Work Experience in the Current Position
Questions regarding:o Trainingo Mentoringo Coachingo Consultingo On-the-Job Trainingo Characteristics of the Environment
-
8/2/2019 Leadership Competencies - Final Report
14/73
Personality:o The Big Five Factors of Personality (the Mini IPIP Scales - Donnellan, Oswald, Baird,
& Lucas, 2006); Factors Extraversion, Agreeableness, Conscientiousness,
Neuroticism, and Intellect / Imagination (or Openness to Experience)
Questions regarding:o Cognitive Competencieso Functional Competencieso Personal / Social Competencies
Questions regarding the Indicators of Successful Change Management in a PA Institution,based on the OECDs framework, described earlier.
The questionnaire is included in the Appendix A.
We performed factor analyses for the scales measuring competencies, successful change
management, and individual characteristics.
Seven factors emerged when we performed factor analysis for the competency scale. We named
them (shown with sample items):
- People skills (I am very sensitive to others needs and assumptions; I am very good inbringing out the best in people, etc.)
- Understanding, innovating and changing the organization (I have a talent for changing ourPA institutions vision into reality; I thoroughly understand the need, goals, demands, and
problems of our PA institutions constituents and clients, etc.)
- Emotional intelligence and self-control (I have great ability to understand and manage myti I bl t i t t ti i d i i ki t )
-
8/2/2019 Leadership Competencies - Final Report
15/73
- Learning and using new technologies (I am a quick learner; I am well versed in using apersonal computer, etc.).
We grouped them according to our model:
- Cognitive Competencieso Understanding, innovating and changing the organizationo Numbers and logic
- Functional Competencieso Planning and decision makingo Multicultural skillso
Learning and using new technologies- Personal / Social Competencies
o People skillso Emotional intelligence and self-control
When we factor analyzed the successful change management items, we got three factors, which
we named:
- Traditional values (Our PA institution relies heavily upon a strict hierarchy of control; In ourPA institution, we value uniformity; personality should be kept out, etc.)
- Fear and resistance to change (Change led by our PA institution produces uncertainty anddistrust due to lack of information; There is a high level of conflict within our PA institution,
etc.)
- New cultural values (All important issues in our PA institution are openly discussed andshared with the public; Leadership of our PA institution is successful in transforming
organizational culture etc )
-
8/2/2019 Leadership Competencies - Final Report
16/73
2.3 Results
Table 3 shows the means and standard deviations for the variables included in our study. The
answers to individual questions are shown in the Appendix C.
TABLE 3Descriptive statistics
a
Items Mean
(scale 1-7)
Std. dev.
Training 4.14 0.90Internality 5.26 0.64
Powerful others 3.41 0.84
Chance 3.33 0.82
Personal traits 5.82 0.59Gregarious traits 5.31 0.76
Extraversion 4.01 1.05
Agreeableness 5.19 0.89
Conscientiousness 5.00 0.91 Neuroticism 3.86 1.01
Openness 5.00 0.95
Planning and decision making 5.15 0.74
People skills 5.16 0.72Understanding, innovating, and changing the
organization
5.31 0.71
Emotional intelligence and self-control 5.38 0.70Multicultural skills 4.71 0.95
Numbers and logic 4.90 0.94
Learning and using new technologies 5.49 0.81
Traditional values 4.30 1.02Fear and resistance to change 3.44 1.10
New values 4.54 0.95a n = 284
Gender, education, and rank comparisons
Analysis of variance revealed statistically significant gender differences, where females on
average reported more extraversion and agreeableness, and males on average reported higher
-
8/2/2019 Leadership Competencies - Final Report
17/73
TABLE 4Results of ANOVA Analysis
a
Dependent variable: Gender
Total Males Females
Variables: Mean SD Mean SD Mean SD F
Extraversion 4.01 1.05 3.85 0.96 4.19 1.11 7.05**
Agreeableness 5.19 0.89 5.08 0.89 5.34 0.88 5.76*
Numbers and
logic
4.90 0.94 5.02 0.87 4.73 1.01 6.27*
a n = 284 * p < .05 ** p < .01
Statistically significant differences also appeared for the education, where those with doctoral
degree valued an exciting life higher than did those with university degree. Participants with
masters degree valued happiness higher than did those with doctoral degree. Significant
differences occurred also with pleasure, which people with doctoral degree assessed as less
important than did people with masters and university degrees. People with doctoral degree
reported higher values for personal traits than did those with high school degree or less.
Significant differences also appeared for multicultural skills, where people with doctoral degree
reported having more of them than did those with university and high school degree. We also
found that people with masters degree reported having more multicultural skills than did peoplewith high school degree (Table 5).
TABLE 5Results of ANOVA Analysis
a
Dependent variable: Education
Total Doctoral
Degree (1)
Masters
Degree (2)
University
Degree (3)
High School
Degree or less(4)
Stat. signif.
diff.
Variables Mean
SD Mean SD Mean SD Mean SD Mean SD F
An exciting
life
8.32 5.3
1
10.36 4.84 8.43 5.37 7.24 4.99 8.13 7.12 3.27
*
1-3
H i 10 6 4 5 9 00 4 40 11 21 4 51 10 43 4 65 11 88 4 45 2 66 1 2
-
8/2/2019 Leadership Competencies - Final Report
18/73
We also performed analysis of variance for differences between the ranks. Statistically significant
differences were found for training, where top managers reported higher values than did middle
managers. Top managers valued a sense of accomplishment more, while middle managers valued
a world of peace more. Top managers on average reported higher values for people skills,
understanding, innovating, and changing the organization, emotional intelligence and self-
control, numbers and logic, and new cultural values, but also reported lower values for fear and
resistance than did their middle management counterparts (Table 6).
TABLE 6Results of ANOVA Analysis
a
Dependent variable: Rank
Total Middle management Top managementVariables: Mean SD Mean SD Mean SD F
Training 4.14 0.90 4.06 0.88 4.29 0.92 3.90*
A sense of accomplishment 9.52 4.87 8.96 4.80 10.30 4.88 4.95*
A world of peace 10.35 5.41 10.87 5.29 9.69 5.51 3.14*
People skills 5.16 0.72 5.06 0.79 5.32 0.57 7.56**
Understanding, innovating,
and changing theorganization
5.31 0.71 5.21 0.77 5.49 0.57 9.46**
Emotional intelligence andself control 5.38 0.70 5.33 0.73 5.48 0.63 2.85*
Numbers and logic 4.90 0.94 4.78 0.96 5.09 0.88 6.76**
Fear and resistance to
change
3.44 1.10 3.59 1.14 3.19 0.98 8.49**
New values 4.54 0.95 4.34 1.01 4.86 0.75 17.52**
*a n = 284 * p < .05 ** p < .01 *** p < .001
Differences among countries
In this analysis, we first excluded all the countries with fewer than six respondents. We then
performed analysis of variance for all the variables included in our study, with country as a
l ifi i bl
-
8/2/2019 Leadership Competencies - Final Report
19/73
Valuing freedom (F=1.63; p=.06) marginally significant differences Valuing inner harmony (F=1.80; p=.03) Valuing mature love (F=1.58; p=.08) marginally significant differences Valuing salvation (F=4.04; p
-
8/2/2019 Leadership Competencies - Final Report
20/73
Stepwise regression analyses
First, we performed a stepwise regression analysis for those characteristics of the PA institutions
associated with the traditional values. The analysis revealed that among all independent variables,
planning and decision making had the greatest influence on the presence of traditional values,
followed by chance, gregarious traits, multicultural skills (negative influence), inner harmony,
work experience in PA (negative influence), powerful others, and gender (Table 8).
TABLE 8Results of Stepwise Regression Analysis
a
(Dependent variable Traditional values)
Step Variable entered R2 R2 F p
1 Planning and decision making .2123 .2123 39.88 < .0001
2 Chance .0843 .2965 17.60 < .0001
3 Gregarious traits .0366 .3331 8.01 .00534 Multicultural skills (-) .0306 .3637 6.97 .0092
5
6
78
Inner harmony
Total amount of work experience in PA (-)
Powerful othersGender (-)
.0228
.0188
.0177
.0100
.3865
.4053
.4230
.4330
5.35
4.52
4.352.49
.0222
.0351
.0387
.1168a
n = 284
In other words, people with higher competencies for planning and decision making, who believe
in chance and powerful others, who have more gregarious traits and value inner harmony more,
who are of male gender and poses less multicultural skills, and who have less work experience in
PA, are more likely to be found in PA institutions which were judged to be more traditional.
We then performed a stepwise regression analysis for characteristics of PA institutions associated
with the new cultural values. The analysis revealed that training had the greatest influence on
presence of the new cultural values, followed by emotional intelligence and self control, rank in
-
8/2/2019 Leadership Competencies - Final Report
21/73
TABLE 9Results of Stepwise Regression Analysis
a
(Dependent variable New values)
Step Variable entered R2 R2 F p
1 Training .2938 .2938 56.59 < .00012 Emotional intelligence and self-control .0926 .3865 20.38 < .0001
3 Rank in PA .0512 .4377 12.21 .00064 A sense of accomplishment .0304 .4681 7.59 .00675
6
7
89
A world of peace
Highly regulated legal environment (-)
Gregarious traits
Planning and decision making (-)Numbers and logic
.0322
.0118
.0095
.0139
.0109
.5003
.5121
.5216
.5355
.5464
8.51
3.17
2.58
3.863.08
.0042
.0773
.1105
.0515
.0815a n = 284
This means that the participants, who have more training, who are more emotionally intelligent
and have a higher rank in PA, who value a sense of accomplishment and the world of peace
more, who work in a less regulated legal environment and have more gregarious traits, who have
less competencies for planning and decision making, but more for numbers and logic, are more
likely to be found in organizations with the new cultural values.
Finally, we conducted a stepwise regression analysis for characteristics of PA institutions
associated with fear and resistance to change. Analysis revealed that among all independent
variables, chance had the greatest influence on the estimated presence of fear and resistance.
Chance was followed by sense of accomplishment (negative influence), rank in PA (negative
influence), highly regulated legal environment, salvation, extraversion, social recognition
(negative influence), emotional intelligence and self-control (negative influence), planning and
decision-making, self-respect, training (negative influence), and increasing competition from the
private sector (Table 10)
-
8/2/2019 Leadership Competencies - Final Report
22/73
TABLE 10Results of Stepwise Regression Analysis
a
(Dependent variable Fear and resistance to change)
Step Variable entered R2 R2 F p
1 Chance .1041 .1041 17.31 < .00012 A sense of accomplishment (-) .0737 .1778 13.27 .0004
345
6
7
Rank in PA (-)Highly regulated legal environmentSalvation
Extraversion
Social recognition (-)
.0265.0217
.0157
.0160
.0168
.2043.2260
.2603
.2763
.2931
4.894.103.06
3.16
3.38
.0285.0447
.0823
.0777
.0679
89
10
Emotional intelligence and self-control (-)Planning and decision making
Self-respect
.0151
.0253
.0121
.3082
.3278
.3399
3.085.31
2.58
.0812
.0227
.1107
11
12
Training (-)
Competition from the private sector
.0114
.0153
.3513
.3666
2.44
3.32
.1203
.0705a n = 284
This tells us that the participants who believe that events depend on chance, who do not value a
sense of accomplishment and social recognition, who have lower rank in PA, who work in a
highly regulated legal environment, who value salvation and self-respect more, who are more
extraverted, who have lower emotional intelligence and more competencies for planning and
decision making, who have less training, and who experience greater competition from the
private sector, are more likely to work in PA institutions with higher levels of fear and resistance
to change.
While the findings of the stepwise regression analyses are interesting, they are less clear, as they
represent an unstructured mixture of different variables. To introduce some more conceptual
clarity, we performed several hierarchical regression analyses, where the researcher determines
the order in which groups of variables are entered in a model.
-
8/2/2019 Leadership Competencies - Final Report
23/73
TABLE 11Results of Hierarchical Regression Analysis
a
Dependent variable: Traditional values
Functional competencies R2 =.25 R2 =
.25
F = 16.20****
Planning and decision making = .55****
Multicultural skills = -.24**
Learning and using new technologies = .07Personal / Social competencies R2 = .26 R2 =
.01
F = 0.68
Cognitive competencies R2 = .27 R2 =
.01
F = 1.41
Understanding, innovating, and changing the
organization
= -.22*
Numbers and logic = .01
Training R2 = .27 R2 =
.001
F = 0.23
Training = -.04Terminal values (only significant shown) R2 = .36 R2 =
.09
F = 1.06
A sense of accomplishment =-.25**A world of beauty = -.17*
Equality = -.17*
Individual traits R2 = .40 R2 =
.04
F = 3.44**
Personal traits = -.11
Gregarious traits = .34**Locus of control R2 = .47 R2 =
.07
F = 5.54***
Internality = .06
Powerful others = .20**
Chance = .14*
The Big 5 Factors of Personality (only sig. shown) R2 = .49 R2 =
.02
F = 0.89
Agreeableness = .19*
Demographics R
2
= .51
R
2
=.02 F = 0.60
Environment R2 = .52 R2 =
.01
F = 1.04
a n = 284 * p < .15 ** p < .05 *** p < .01 **** p < .001
-
8/2/2019 Leadership Competencies - Final Report
24/73
gregarious traits, a belief that life is determined by chance and powerful others, as well as
agreeableness. Taken together, these variables explain more than half (52%) of variance in
traditional values.
Table 12 shows the results of hierarchical regression analysis for dependent variable Fear and
resistance to change.TABLE 12
Results of Hierarchical Regression Analysisa
Dependent variable: Fear and resistance to change
Functional competencies R2 =.05 R2 = .05 F = 2.58*Planning and decision making = .23**
Multicultural skills = -.19*
Learning and using new technologies = .02Personal / Social competencies R2 = .08 R2 = .03 F = 2.26*People skills = .08
Emotional intelligence and self control = -.26*
Cognitive competencies R2 = .11 R2 = .03 F = 2.24*Understanding, innovating, and changing the
organization
= -.29**
Numbers and logic = -.04
Training R2 = .12 R2 = .01 F = 2.96*
Training = -.14**Terminal values (only significant shown) R2 = .27 R2 = .15 F = 1.47*A sense of accomplishment = -
.32***
Individual traits R2 = .27 R2 = .001 F = 0.40
Locus of control R2 = .33 R2 = .06 F = 3.39**
Internality = -.00
Powerful others = .08
Chance = .21**
The Big 5 Factors of Personality (only sign. shown) R2 = .36 R2 = .03 F = 1.10Extraversion = .19**
Demographics R2 = .38 R2 = .02 F = 0.50
Environment R2 = .42 R2 = .04 F = 3.12**
Highly regulated legal environment = .23**
Increasing competition from the private sector = 11
-
8/2/2019 Leadership Competencies - Final Report
25/73
sense of accomplishment (negative influence), a belief in the importance of chance, extraversion,
and highly regulated legal environment. Taken together, these variables were able to explain 42
percent of variance in fear and resistance to change.
Table 13 shows the results of hierarchical regression analysis for dependent variable New
cultural values.
TABLE 13Results of Hierarchical Regression Analysis
a
Dependent variable: New cultural values
Functional competencies R2 =.10 R2 = .10 F = 5.11***
Planning and decision making = .09Multicultural skills = .23**Learning and using new technologies = .06
Personal / Social competencies R2 = .22 R2 = .12 F = 10.04****People skills = .35**Emotional intelligence and self control = .17
Cognitive competencies R2 = .25 R2 = .03 F = 2.71*Understanding, innovating, and changing the organization = .22*
Numbers and logic = .16*
Training R2 = .42 R2 = .17 F = 37.24****Training = .44****
Terminal values (only significant shown) R2 = .54 R2 = .12 F = 1.74**A sense of accomplishment = .26**
A world of peace = .17*
Individual traits R2 = .55 R2 = .01 F = 0.89
Locus of control R2 = .55 R2 = .001 F = 0.38
The Big 5 Factors of Personality R2 = .56 R2 = .007 F = 0.31
Demographics (only significant shown) R2 = .61 R2 = .05 F = 1.42
Rank in PA = .18**Environment R2 = .61 R = .002 F = 0.82a n = 284 * p < .15 ** p < .05 *** p < .01 **** p < .001
-
8/2/2019 Leadership Competencies - Final Report
26/73
Correlation analysis for the outcome variables
Finally, we investigated the correlations among the outcome variables, namely traditional
values, fear and resistance to change, and new cultural values (Table 14).
TABLE 14Correlations among the Outcome Variables
a
Variables 1 2
1. Traditional values2. Fear and resistance to change .32**
3. New values -.16* -.60**a n = 284 * p < .05 ** p < .001
As expected, there is a significant negative correlation between traditional and new cultural
values. The more the traditional values are present, the less the new cultural values exist in a
certain PA institution, and vice versa.
A significant positive correlation exists between traditional values and fear and resistance to
change. The more the traditional values exist in a certain PA institution, the more fear and
resistance to change exist in this institution, and vice versa.
And finally, a significant negative correlation exists between new cultural values and fear and
resistance to change. The more the new cultural values exist in a PA institution, the less fear and
resistance to change exist in this institution, and vice versa. This correlation is the strongest
among all three.
-
8/2/2019 Leadership Competencies - Final Report
27/73
2.4 ConclusionThe results indicate the following:
Traditional values and new cultural values coexist in PA institutions; they are negativelycorrelated.
Traditional values are positively correlated with fear and resistance to change; new culturalvalues are negatively correlated with fear and resistance to change.
Traditional values are positively associated with planning and decision-making skills, beliefsin powerful others and chance, agreeableness and gregarious traits. They are negatively
associated with multicultural skills, understanding, innovating and changing the organization,
as well as with appreciation of a sense of accomplishment, world of beauty, and equality.
Fear and resistance to change are positively associated with planning and decision-makingskills, beliefs in chance, as well as with extraversion and highly regulated environment. They
are negatively associated with multicultural skills, emotional intelligence and self-control,
understanding, innovating and changing the organization, training, as well with appreciation
of a sense of accomplishment.
New cultural values are positively associated with multicultural and people skills,understanding, innovating and changing the organization, numbers and logic skills, rank in
PA, as well as with appreciation of a sense of accomplishment and world of peace, but
above allwith training.
The results stress the importance of the following competencies:
Multicultural skills Understanding, innovating and changing the organization Emotional intelligence and self-control
-
8/2/2019 Leadership Competencies - Final Report
28/73
The results also stress the importance of the locus of control, especially the beliefs in powerful
others and chance (and their association with traditional values and fear and resistance to
change).
One of the very important findings was that training has positive effects above and beyond its
impact upon the competencies. It is important to note, however, that when we talk aboutindividual variables, such as training, one should interpret them in terms of the individual items
constituing a particular variable. For example, when we emphasize the importance of training,
we are actually emphasizing the importance of all the items within this variable, namely:
Initial on-the-job training
Formal training in all aspects of work position Availability of a formal personal coach Initial formal mentorship Initial informal mentorship Formal management training
Availability of services of a consulting agency Formal training in teamwork Attending conferences, seminars, workshops, etc. Availability of funds for daily operations Availability of funds for development and innovation
Money invested in research Strong work ethics in the institution.All the variables included in this study should be understood and interpreted in this way.
-
8/2/2019 Leadership Competencies - Final Report
29/73
3 REFERENCESAllio, R. J. (2005). Leadership development: teaching versus learning. Management Decision, Vol. 43,
No. 7/8, pp. 1071-1077.
Cugmas, Z. (1991). Vpliv izobraevalnega okolja na otrokovo samovrednotenje in razumevanje
kognitivne kompetence. Sodoba pedagogika, Vol. 5, No. 6, pp. 287-309. Ljubljana: Zveza drutev
pedagokih delavcev Slovenije.
Donnellan, M.B., Oswald, F.L., Baird, B.M., & Lucas, R.E. (2006). The mini-IPIP scales: Tiny-yet-
effective measures of the Big Five factors of personality. Psychological Assessment, 18, 192-203.
Gruban, B. (2003). Kompetence: moda, ki traja e tiri desetletja. Finance, 168/1596, str. 19.
Harris, P. R. (2001). Ensuring European leadership in the global marketplace. European Business Review,
Vol. 13, No. 6, pp. 336-345.
Jokinen, T. (2005). Global leadership competencies: a review and discussion. Journal of European
Industrial Training , Vol. 29, No. 3, pp. 199-216.
Kim, S. (2007). Learning goal orientation, formal mentoring, and leadership competence in HRD Aconceptual model.Journal of European Industrial Trainig, Vol. 31, No. 3, pp. 181-194.
Levenson, H. (1981). Differentiating among internality, powerful others, and chance. In H. M. Lefcourt
(Ed.). Research with the locus of control construct, Vol. 1, pp. 15-63. New York: Academic Press.
Lorenzi, N. M., Riley, R. T. (2000). Managing Change An Overview. Journal or the American Medical
Informatics Association , Vol. 7, No. 2, pp. 116-124.
Manning, T. T. (2003). Leadership Across Cultures: Attachment Style Influences. Journal of Leadership
& Organizational Studies, Vol. 9, No. 3, pp. 20-30.May, A. S. (1997). Think globaly act locally! Competences for global management. Career
Development International , Vol. 2, Iss. 6, pp. 308-311.
Medve, Z. (2006). Informativni in formativni nivo v kurikularnem nartovanju. Vzgoja in izobraevanje,
Let. 37, t. 1, pp. 19-21.
OECD (2007). Understanding change in government. Working material. Paris: OECD.
Rappe, C., Zwick, T. (2007). Developing leadership competence of production unit managers. Journal
Management Development, Vol. 26, No. 4, pp. 312-330.
Rokeach, M.R. (1967). Value Survey. Sunnyvale, Ca: Halgren Tests.
Suutari, V. (2002). Global leader development: an emerging research agenda. Career Development
International, Vol. 7, No. 4, pp. 218-233.
S tlik I (2005) O k t h V P di M S ( ) K t k d ki k i 12 27
-
8/2/2019 Leadership Competencies - Final Report
30/73
4. APPENDICES
A The Questionnaire
B The Results of Factor Analyses
C A Summary of the Responses
-
8/2/2019 Leadership Competencies - Final Report
31/73
Appendix A
The Questionnaire
1 .
-
8/2/2019 Leadership Competencies - Final Report
32/73
Thank you for taking your time to complete this survey on leadership competencies regardingthe change management in the EU. This survey is being carried out by the Ministry of PublicAdministration of Slovenia, during the Slovenian Presidency of the EU.
As you will see, the majority of questions are asking about you personally: your skills, yourtraits, your abilities, etc. We could not avoid that, as competencies are individualphenomena. To protect your privacy, there is no need to disclose your name. All datacollected by this survey will be treated anonymously and confidentially. The data is collectedsolely for the purpose of scientific research and the results will only be shown in a summaryform. Therefore, nobody will be able to identify neither your identity nor your responses. Inother words, nobody will ever know what your individual answers were.
The results of this research will increase our understanding of leadership competencies, theirantecedents, as well as their role in the successful management of change in the EuropeanPublic Administration.
The survey takes about 45-60 minutes to complete. We understand that you are all pressedfor time, and we sincerely appreciate your time investment in filling-out this survey.
2 .
-
8/2/2019 Leadership Competencies - Final Report
33/73
First, we would like you to answer a few questions about yourself.
W hat is your gender?
How old are you?
Country w here you live: (Select your country from the drop-dow n menu.)
W hat is the highest educational degree that you ha ve achieved? ( Select only one answe r.)
W hat is your job tit le?
W hat is your rank ( level) in Public Administration ( PA)? (Select one answ er.)
W hat is a total amount of your work experience?
W hat is a total am ount of your w ork experience in Public Administration?
W hat is a total amount of your w ork experience at the current PA institution ( Ministry, Secretariat,
Agency, etc.) ?
Your age in years:
Please calculate the time in
months:
Please calculate the time in
months:
Please calculate the time in
months:
Male
nmlkj
Femalenmlkj
Doctoral Degreenmlkj
Master's Degreenmlkj
University Degree (Diploma, B.A., B.Sc., etc.)nmlkj
High School Degree or lessnmlkj
Middle managementnmlkj
Top managementnmlkj
3 .
-
8/2/2019 Leadership Competencies - Final Report
34/73
Below you w ill f ind several statements. Please indicate to w hat extent you agree w ith each of them.
Strongly
DisagreeDisagree
Slightly
Disagree
Neither
Disagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
As I started to work in my current position, I received
appropriate on-the-job training.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I was formally trained in all aspects of work in my
current position.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a formal personal coach available in my current
position.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
As I started to work in my current position, I had aformal mentor appointed by the PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
As I started to work in my current position, I had an
informal mentor.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
During my career, I received formal management
training.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I may use services of a consulting agency when I think
that is necessary.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
During my career, I received formal training in
teamwork.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I keep my knowledge and skills current by regularly
attending seminars, workshops, and conferences.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I work in a highly regulated legal environment. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, funds for current daily operations
are readily available.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, funds for development andinnovation are readily available.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Our PA institution invests a lot of money in research. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
People in our PA institution have a strong work ethics. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our work, the PA institution is facing an increasing
competition from the private sector.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
4 .
-
8/2/2019 Leadership Competencies - Final Report
35/73
Below you w ill f ind several state me nts. Please indicate to w hat ext ent you agree or disagree that each
statem ent is true for YOU. Do not answer how you think things should be but rather how they actually
are.
Strongly
DisagreeDisagree
Slightly
Disagree
Neither
Disagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
Whether or not I get to be a leader depends mostly on
my ability.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
To a great extent my life is controlled by accidental
happenings.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I feel like what happens in my life is mostly determinedby powerful people.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Whether or not I get into a car accident depends
mostly on how good a driver I am.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I make plans, I am almost certain to make them
work.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Often there is no chance of protecting my personal
interests from bad luck happenings.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I get what I want, it is usually because I am
lucky.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Although I might have a good ability, I will not be given
leadership responsibility without appealing to those in
positions of power.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
How many friends I have depends on how nice a person
I am.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have often found that what is going to happen will
happen.nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
My life is chiefly controlled by powerful others. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Whether or not I get into a car accident is mostly a
matter of luck.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
People like myself have very little chance of protecting
our personal interests when they conflict with those of
strong pressure groups.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
It is not always wise for me to plan too far ahead
because many things turn out to be a matter of good or
bad fortune.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Getting what I want requires pleasing those people
above me.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I get what I want, it is usually because I worked
hard for it.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
-
8/2/2019 Leadership Competencies - Final Report
36/73
In order to have my plans work, I make sure that they
fit in with the desires of people who have power over
me.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
My life is determined by my own actions. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
It is chiefly a matter of fate whether or not I have a
few friends or many friends.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
5 .
-
8/2/2019 Leadership Competencies - Final Report
37/73
Below there a re 1 8 va lues listed in alphabetical order. Your task is to arrange the m in order of the ir
importance to YOU, as guiding principles in YOUR life. Study the list carefully and w rite num ber 1 8 next
to the value w hich is the m ost importa nt for you. Then pick out the value w hich is the least important
for you and write nu mber 1 next to it . Then pick out the second most important va lue for you and write
num ber 17 next t o it . Next, pick out the second least import ant value for you and assign number 2 toit. Then do the same for e ach of the rem aining values.
A comfortable life (a prosperous life)
An exciting life (a stimulating, active life)
A sense of accomplishment (lasting
contribution)
A world of peace (free of war and conflict)
A world of beauty (beauty of nature and the
arts)
Equality (brotherhood, equal opportunity for
all)
Family security (taking care of loved ones)
Freedom (independence, free choice)
Happiness (contentedness)
Inner harmony (freedom from inner conflict)
Mature love (sexual and spiritual intimacy)
National security (protection from attack)
Pleasure (an enjoyable, leisurely life)
Salvation (saved, eternal life)
Self-respect (self-esteem)
Social recognition (respect, admiration)
True friendship (close companionship)
Wisdom (a mature understanding of life)
6 .
-
8/2/2019 Leadership Competencies - Final Report
38/73
Below you w ill f ind a list of characteristics. Please indicate to w hat ex tent you agree or disagree tha t
each characteristic is true for YOU. Do not answer how you think you SHOULD BE but rat her how you
ACTUALLY ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
Neither
Disagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
Ambitious (hard-working, aspiring) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Broadminded (open-minded) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Capable (competent, effective) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Cheerful (lighthearted, joyful) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Clean (neat, tidy) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Courageous (standing up for your beliefs) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Forgiving (willing to pardon others) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Helpful (working for the welfare of others) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Honest (sincere, truthful) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Imaginative (daring, creative) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Independent (self-reliant, self-sufficient) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Intellectual (intelligent, reflective) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Logical (consistent, rational) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Loving (affectionate, tender) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Obedient (dutiful, respectful) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Polite (courteous, well-mannered) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Responsible (dependable, reliable) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkjSelf-controlled (restrained, self-disciplined) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Passionate (feeling very strongly about a subject or
person)
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Compassionate (empathizing with others) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Ethical (adhering to moral standards) nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
7 .
-
8/2/2019 Leadership Competencies - Final Report
39/73
Below you w ill f ind several state me nts. Please indicate to w hat ext ent you agree or disagree that each
stateme nt is true for YOU. Do not answ er how you think you SHOULD BE but rather how you ACTUALLY
ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
Neither
Disagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
I am the life of a party. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Sympathize with others feelings. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Get chores done right away. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Have frequent mood swings. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Have a vivid imagination nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Don't talk a lot. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Am not interested in other people's problems. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Often forget to put things back in their proper place. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Am relaxed most of the time. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Am not interested in abstract ideas. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Talk to a lot of different people at parties. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Feel others emotions. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Like order. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Get upset easily. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Have difficulty understanding abstract ideas. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Keep in the background. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Am not really interested in others. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkjMake a mess of things. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Seldom feel blue. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Do not have good imagination. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
8 .
-
8/2/2019 Leadership Competencies - Final Report
40/73
I n this section, you w ill be asked to indicate t o w hat ex tent you posses certain know ledge, skills,
abilit ies, and characteristics. I t is very im portant that you asses yourself HONESTLY and as
ACCURATELY as possible. Keep in m ind tha t th is surve y is anonym ous, so do NOT answ er m ore
favorably or the w ay you w ould like t o be, but rat her the w ay YOU ACTUALLY ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
Neither
Disagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
When I face a problem, I look at it from all possible
angles before I attempt to solve it.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I face a problem, I take enough time to think
before I attempt to solve it.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I face a problem, I brainstorm to generate a large
number of alternatives for solving it.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I face a problem, I consider all theoretical and
practical implications of each of the possible solutions.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I try to break down complex problems to several smaller
more manageable problems.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I always verify my assumptions before making a
decision.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I face a problem, I study what has been written
about it and if a similar problem has been solved before.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When I face a problem, I work on identifying the causes
before I try to solve it.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In solving a problem, I calculate the potential loss or
risk for the PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I see each problem as an opportunity for learning,
improvement, and development.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very innovative in approaching and solving
problems.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
When things go well, I always ask myself how I could
make them better.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I can do complex calculations by heart (without using a
calculator).
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a good sense for and understanding of numbers. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good at making complex decisions. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In solving a problem, I employ a systematic set of steps
to reach a solution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very successful in evaluating performance and nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I hi i i l l b k d i di h i k l d kill
9 .
-
8/2/2019 Leadership Competencies - Final Report
41/73
I n this section, you w ill be asked to indicate t o w hat ex tent you posses certain know ledge, skills,
abilit ies, and characteristics. I t is very im portant that you asses yourself HONESTLY and as
ACCURATELY as possible. Keep in m ind tha t th is surve y is anonym ous, so do NOT answ er m ore
favorably or the w ay you w ould like t o be, but rat her the w ay YOU ACTUALLY ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
NeitherDisagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
I have a thorough knowledge and understanding of legal
regulation in my line of work.nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a thorough knowledge and understanding of
financial concepts and principles.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a thorough knowledge and understanding of
Human Resource Management.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a thorough knowledge and understanding of
accounting principles and practice.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a thorough knowledge and understanding of the
EU issues in my line of work.nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am well versed in using a personal computer. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I extensively use the Internet in doing my work. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I make use of video/audio conferencing in doing my
work.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I feel confident conducting a meeting in a foreign
language.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I extensively use multimedia in making presentations. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I posses good personal communication skills. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I feel confident working with and/or supervising people
from other cultures.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I posses a thorough understanding of cultural
differences within EU.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am a quick learner. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I learn from my experience (I seldom make the same
mistake twice).
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I successfully plan my personal and professionaldevelopment.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very efficient in acquiring new knowledge and
skills.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a talent for turning organizational liabilities into nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am successful in conserving organizational resources
while solving problems.nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
-
8/2/2019 Leadership Competencies - Final Report
42/73
I n this section you w ill be asked to indicate t o w hat ex tent you posses certain know ledge skills
10 .
-
8/2/2019 Leadership Competencies - Final Report
43/73
I n this section, you w ill be asked to indicate t o w hat ex tent you posses certain know ledge, skills,
abilit ies, and characteristics. I t is very im portant that you asses yourself HONESTLY and as
ACCURATELY as possible. Keep in m ind tha t th is surve y is anonym ous, so do NOT answ er m ore
favorably or the w ay you w ould like t o be, but rat her the w ay YOU ACTUALLY ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
NeitherDisagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
I have great tolerance for ambiguity and uncertainty. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a talent for selecting and retaining the right
people for our PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very successful in motivating my employees andcolleagues for excellence.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very skillful negotiator. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I participate effectively in multicultural teams. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a genuine respect for other countries. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great ability to understand and manage myself. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great ability to maintain confidence and
objectivity under difficult circumstances.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I tend to be proactive. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am willing to take personal risks for the benefit of our
PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am a very optimistic person. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great ability to control or redirect disruptive
impulses and moods.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am able to see the big picture beyond a particularproblem or situation.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very sensitive to othersneeds and assumptions. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have genuine concern for others. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very successful in managing conflicts. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I posses great expertise in building and leading teams. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great skills for teamwork and collaboration. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great listening skills. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great persuasiveness and ability to influence. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great ability for building bonds and finding a
common ground with all kinds of people.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I d i i fi t i i
I n this section you w ill be asked to indicate t o w hat ex tent you posses certain know ledge skills
11 .
-
8/2/2019 Leadership Competencies - Final Report
44/73
I n this section, you w ill be asked to indicate t o w hat ex tent you posses certain know ledge, skills,
abilit ies, and characteristics. I t is very im portant that you asses yourself HONESTLY and as
ACCURATELY as possible. Keep in m ind tha t th is surve y is anonym ous, so do NOT answ er m ore
favorably or the w ay you w ould like t o be, but rat her the w ay YOU ACTUALLY ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
NeitherDisagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
I am very good in bringing out the best in people. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great ability to attract and develop talent. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good in building and maintaining networks. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good in building partnerships and alliances. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good in creating a sense of community within
the public administration.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good in recognizing the key constituencies
and decision makers.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a thorough understanding of key organizational
processes, systems, procedures, and methods.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a thorough understanding of training needswithin our PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have a thorough understanding of strategic roles of
different units within our PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I thoroughly understand the need, goals, demands, and
problems of our PA institutions constituents and
clients.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good in recognizing the skills of others. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good in creating safe, positive environment
for change.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great ability to understand and manage my
emotions.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have great ability to understand and manage other
peoples emotions.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have no problems expressing my emotions at work. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good at controlling my impulses. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good at managing stress in myself. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I am very good at managing stress in others. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I have very high self-esteem. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
I bl i i i d i i
All PA institutions, to a larger or smaller ext ent, undergo a process of change and tr ansformation.
12 .
-
8/2/2019 Leadership Competencies - Final Report
45/73
All PA institutions, to a larger or smaller ext ent, undergo a process of change and tr ansformation.
Below you w ill f ind several state me nts regarding th is process and its outcomes. Please indicate to
w hat ext ent you agree or disagree that e ach statem ent is true for YOUR PA I nstitution. Do not answe r
how you think things SHOULD BE but rat her how they ACTUALLY ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
NeitherDisagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
Our PA institution relies heavily upon a strict hierarchy
of control.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Conformity to the existing ways of doing things is highly
valued in our PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, we value uniformity; personality
should be kept out.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, authority is mainly derived from
ones formal position.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, authority is mainly derived from
ones expert knowledge.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
A dominant approach to managing our PA institution
falls under the command control paradigm.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, very high value and importance is
placed on each employees accountability.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
All important issues in our PA institution are openly
discussed and shared with the public.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Anything we do in our PA institution is done very
transparently.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Effectiveness is a very important performance-rating
criterion in our PA institution.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Senior ranking officials in our PA institution are judged
by the employees based on their leadership abilities.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
There is a strong managerial culture in our PA
institution; people and resources are planned,
organized, led, and controlled according to the
principles of management theory.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, we believe in citizens
empowerment; we encourage citizens to be involved in
all aspects of our PA institutions work.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In our PA institution, we believe in a lifelong career in
public administration; employees should enter the PA
i i i h l l l d d h i i
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
in our PA institution.
Our PA institution is decentralized; higher ranking
officials delegate their authority to lower levels.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
-
8/2/2019 Leadership Competencies - Final Report
46/73
Our PA institution is very performance-oriented. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Our PA institution has subtle leadership; our leaders
lead without being overpowering and overbearing.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Our PA institution enjoys strong support of allstakeholders (politicians, financial groups, public
servants, civil society, etc.).
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
All PA institutions, to a larger or smaller ext ent, undergo a process of change and tr ansformation.
13 .
-
8/2/2019 Leadership Competencies - Final Report
47/73
Below you w ill f ind several state me nts regarding th is process and its outcomes. Please indicate to
w hat ext ent you agree or disagree that e ach state me nt is true for YOUR PA institution. Do not answe r
how you think things SHOULD BE but rat her how they ACTUALLY ARE.
Strongly
DisagreeDisagree
Slightly
Disagree
NeitherDisagree
nor
Agree
Slightly
AgreeAgree
Strongly
Agree
In our PA institution, peoples mindsets, culture, and
attitudes are well adapted to a new environment that
public administration is facing in our country.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
In general, citizens are very satisfied with our PA
institution and its performance.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Our PA institution has a strong, trusted, and committed
leadership.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Leadership of our PA institution is successful in
obtaining peoples commitment through persuasion,
negotiation, and influencing their values and culture.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Leadership of our PA institution is successful in
transforming organizational culture.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Changes in our PA institution are coherent with the
broader socio-economic reform policies.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Leadership of our PA institution is successful in
providing information which allows stakeholders to
understand the necessity of change its rationale and
the ways of achieving it.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Leadership of our PA institution is successful in
generating the necessary structures for capacity-
building.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Among the employees in our PA institution, there are
high levels of fear and uncertainty associated with
change.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
The resistance to change in our PA Institution is high,
because change has not been clearly explained by
leaders and managers.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Change led by our PA institution produces confusion
and generates opposition due to lack of coherence of
the reform and consistency with other reform
initiatives.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Ch l d b PA i i i d i
Organizational climate in our PA institution is very
positive.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
There is a steep learning curve in our PA institution; we nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
-
8/2/2019 Leadership Competencies - Final Report
48/73
learn from our mistakes and successes.
Our PA institution is very successful in achieving its
goals.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Our PA institutions leadership is very successful in
managing change.nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Employees in our PA institution have a very high level of
job satisfaction.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Employees in our PA institution are highly motivated. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Employees in our PA institution are very adaptable. nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
The supervisory institution, to which our PA institution
reports to, is very satisfied with our work, performance,and outcomes.
nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj nmlkj
Thank You for participating in this survey!
14 .
-
8/2/2019 Leadership Competencies - Final Report
49/73
-
8/2/2019 Leadership Competencies - Final Report
50/73
Appendix B
The Results of Factor Analyses
R l f F A l i f C i
-
8/2/2019 Leadership Competencies - Final Report
51/73
Results of Factor Analysis for Competencies
Items Peopleskills Understanding,innovating,changing the
organization
Emotionalintelligence
and self
control
Planning anddecision
making
Numbersand logic Multiculturalskills Learningand using
new
technologies
I see each problem as an opportunity for learning, improvement, and development. 0.38
I am very innovative in approaching and solving problems. 0.51
I have a thorough knowledge and understanding of Human Resource Management. 0.42
I posses good personal communication skills. 0.45
I have a talent for turning organizational liabilities into assets. 0.40
I have a talent for persuading others within the PA institution to join and help in
fulfilling our vision.
0.51
I have great tolerance for ambiguity and uncertainty. 0.24
I have a talent for selecting and retaining the right people for our PA institution. 0.42
I am very successful in motivating my employees and colleagues for excellence. 0.59
I am very skillful negotiator. 0.44
I am a very optimistic person. 0.50I am very sensitive to others needs and assumptions. 0.58
I have genuine concern for others. 0.60
I am very successful in managing conflicts. 0.48
I posses great expertise in building and leading teams. 0.62
I have great skills for teamwork and collaboration. 0.65
I have great listening skills. 0.44
I have great persuasiveness and ability to influence. 0.42
I have great ability for building bonds and finding a common ground with all kinds
of people.
0.65
I am very good in managing first impressions. 0.38
I am very good in bringing out the best in people. 0.60
I have great ability to attract and develop talent. 0.58
I am er good in b ilding and maintaining net orks 0 58
-
8/2/2019 Leadership Competencies - Final Report
52/73
I am very good in building and maintaining networks. 0.58
I am very good in building partnerships and alliances. 0.57
I am very good in creating a sense of community within the public administration. 0.62
I am very good in creating safe, positive environment for change. 0.54
I have great ability to understand and manage other peoples emotions. 0.64
I have no problems expressing my emotions at work. 0.52
I am very good at managing stress in others. 0.69
In solving a problem, I calculate the potential loss or risk for the PA institution. 0.44
I am very successful in evaluating performance and strategic options. 0.36
I have an ability to promote our PA institutions vision with enthusiastic passion. 0.56
I have a talent for changing our PA institutions vision into reality. 0.63
I am successful in conserving organizational resources while solving problems. 0.41
I tend to be proactive. 0.41
I am willing to take personal risks for the benefit of our PA institution. 0.61
I am able to see the big picture beyond a particular problem or situation. 0.54
I am an agent of change in our PA institution. 0.58
I am able to express myself with a distinctive and compelling voice. 0.47
I have a thorough understanding of key organizational processes, systems,
procedures, and methods.
0.38
I have a thorough understanding of training needs within our PA institution. 0.49
I have a thorough understanding of strategic roles of different units within our PA
institution.
0.62
I thoroughly understand the need, goals, demands, and problems of our PA
institutions constituents and clients.
0.54
I am very good in recognizing the skills of others. 0.44
I encourage diversity of approaches in carrying out our PA institutions tasks. 0.55
I invent new approaches to resolving challenges in our PA institution. 0.57
I learn from my experience (I seldom make the same mistake twice). 0.45
I am persistent in attempting to solve a problem until I succeed. 0.53
I have a genuine respect for other countries 0 44
-
8/2/2019 Leadership Competencies - Final Report
53/73
I have a genuine respect for other countries. 0.44
I have great ability to understand and manage myself. 0.53
I have great ability to understand and manage my emotions. 0.61
I am very good at controlling my impulses. 0.60
I am very good at managing stress in myself. 0.51
I have very high self-esteem. 0.48
I am able to integrate my emotions in my decision making. 0.32
I have very high degree of integrity (my actions never deviate from my beliefs). 0.61
I have a strong will to do good. 0.34
When I face a problem, I look at it from all possible angles before I attempt to
solve it.
0.65
When I face a problem, I take enough time to think before I attempt to solve it. 0.60
When I face a problem, I brainstorm to generate a large number of alternatives for
solving it.
0.52
When I face a problem, I consider all theoretical and practical implications of each
of the possible solutions.
0.60
I try to break down complex problems to several smaller more manageableproblems.
0.63
I always verify my assumptions before making a decision. 0.65
When I face a problem, I study what has been written about it and if a similar
problem has been solved before.
0.54
When I face a problem, I work on identifying the causes before I try to solve it. 0.55
When things go well, I always ask myself how I could make them better. 0.40
I successfully plan my personal and professional development. 0.38
I can do complex calculations by heart (without using a calculator). 0.58
I have a good sense for and understanding of numbers. 0.63
I am very good at making complex decisions. 0.50
In solving a problem, I employ a systematic set of steps to reach a solution. 0.51
I have a thorough knowledge and understanding of legal regulation in my line of 0.40
work
-
8/2/2019 Leadership Competencies - Final Report
54/73
work.
I have a thorough knowledge and understanding of financial concepts and
principles.
0.70
I have a thorough knowledge and understanding of accounting principles and
practice.
0.60
I have a thorough knowledge and understanding of the EU issues in my line of
work.
0.58
I make use of video/audio conferencing in doing my work. 0.38
I feel confident conducting a meeting in a foreign language. 0.74
I feel confident working with and/or supervising people from other cultures. 0.51
I posses a thorough understanding of cultural differences within EU. 0.52
I have valuable skills and abilities not often found in public administration. 0.39
I participate effectively in multicultural teams. 0.55
I am well versed in using a personal computer. 0.66
I extensively use the Internet in doing my work. 0.59
I am a quick learner. 0.44
I am very efficient in acquiring new knowledge and skills. 0.45I extensively use multimedia in making presentations. 0.53
n = 284
-
8/2/2019 Leadership Competencies - Final Report
55/73
Results of Factor Analysis for Successful change management
Items Traditio-nal values
Fear and
resistance
to change
New
values
Our PA institution relies heavily upon a strict hierarchy of control. 0.73
Conformity to the existing ways of doing things is highly valued in our PA
institution.
0.63
In our PA institution, we value uniformity; personality should be kept out. 0.59In our PA institution, authority is mainly derived from ones formal position. 0.71
A dominant approach to managing our PA institution falls under the command
control paradigm.
0.72
In our PA institution, we believe in a lifelong career in public administration;
employees should enter the PA institution at the lowest level and spend their entire
career within public administration.
0.62
Among the employees in our PA institution, there are high levels of fear and
uncertainty associated with change.
0.57
The resistance to change in our PA Institution is high, because change has not been
clearly explained by leaders and managers.
0.73
Change led by our PA institution produces confusion and generates opposition due
to lack of coherence of the reform and consistency with other reform initiatives.
0.72
Change led by our PA institution produces uncertainty and distrust due to lack of
information.
0.62
There is a high level of conflict within our PA institution. 0.56
In our PA institution, authority is mainly derived from ones expert knowledge. 0.48
In our PA institution, very high value and importance is placed on each employees
accountability.
0.65
All important issues in our PA institution are openly discussed and shared with the
public.
0.66
Anything we do in our PA institution is done very transparently. 0.63
Effectiveness is a very important performance-rating criterion in our PA institution. 0.72
Senior ranking officials in our PA institution are judged by the employees based on
their leadership abilities.
0.68
constituencies and stakeholders.
-
8/2/2019 Leadership Competencies - Final Report
56/73
Normalization of employment conditions has high priority in our PA institution. 0.50
Our PA institution is decentralized; higher ranking officials delegate their authority
to lower levels.
0.63
Our PA institution is very performance-oriented 0.70
Our PA institution has subtle leadership; our leaders lead without being
overpowering and overbearing.
0.56
Our PA institution enjoys strong support of all stakeholders politicians, financial
groups, public servants, civil society, etc.).
0.54
In our PA institution, peoples mindsets, culture, and attitudes are well adapted to a
new environment that public administration is facing in our country.
0.68
In general, citizens are very satisfied with our PA institution and its performance. 0.51
Our PA institution has a strong, trusted, and committed leadership. 0.66
Leadership of our PA institution is successful in obtaining peoples commitment
through persuasion, negotiation, and influencing their values and culture.
0.64
Leadership of our PA institution is successful in transforming organizational culture. 0.62
Changes in our PA institution are coherent with the broader socioeconomic reformpolicies.
0.49
Leadership of our PA institution is successful in providing information which allows
stakeholders to understand the necessity of change its rationale and the ways of
achieving it.
0.70
Leadership of our PA institution is successful in generating the necessary structures
for capacitybuilding.
0.67
The medias perceptions of the reform initiatives of our PA institution are very
positive.
0.45
The level of productivity in our PA institution is very high. 0.66
There is a high quality of relationships among all ranks in our PA institution. 0.68
There is a high level of cooperation among all units and individuals in our PA
institution.
0.59
Organizational climate in our PA institution is very positive. 0.66
There is a steep learning curve in our PA institution; we learn from our mistakes and
successes.
0.59
Our PA institution is very successful in achieving its goals. 0.68
Our PA institutions leadership is very successful in managing change. 0.64
Results of Factor Analysis for Individual traits
-
8/2/2019 Leadership Competencies - Final Report
57/73
y
Items Personal traits Gregarious traits
Ambitious 0.52
Broadminded 0.61
Capable 0.74
Clean 0.44
Courageous 0.56Honest 0.55
Independent 0.65
Intellectual 0.62
Logical 0.66
Responsible 0.67
Self-controlled 0.43
Ethical 0.46
Cheerful 0.44Forgiving 0.68
Helpful 0.66
Imaginative 0.50
Loving 0.72
Obedient 0.58
Polite 0.54
Passionate 0.65
Compassionate 0.76n=284
-
8/2/2019 Leadership Competencies - Final Report
58/73
Appendix C
A Summary of the Responses
Whatisyourgender?
-
8/2/2019 Leadership Competencies - Final Report
59/73
n=183
How old are you?
Answ er OptionsResponseAverage Response Total
ResponseCount
Your age in years: 46,13167 12963 281
answered question 281
skipped questi on 3Whatisthehighesteducationaldegreethatyouhaveachieved?
Whatisyourrank(level)inPublicAdministration(PA)?
-
8/2/2019 Leadership Competencies - Final Report
60/73
n=281What is a t otal amount of your w ork experience?
Answ er OptionsResponseAverage Response Total
ResponseCount
Please calculate the time in years: 22,34 6321 283
answered question 283
skipped quest ion 1
What is a total amount of your w ork experience in Public Administ ration?
Answ er OptionsResponseAverage Response Total
ResponseCount
Please calculate the time in years: 18,15 5137,8 283
answered question 283
skipped quest ion 1
What is a tot al amount of your w ork experience at the current PA institut ion (Ministry,Secretari at, Agency, etc.)?
A O tiResponseA R T t l
ResponseC t
-
8/2/2019 Leadership Competencies - Final Report
61/73
Whether or not I get into a car accident depends mostly on how gooda driver I am.
6 22 25 49 68 101 6 4,73 277
-
8/2/2019 Leadership Competencies - Final Report
62/73
When I make plans, I am almost certain to make them work. 1 3 4 24 73 154 19 5,53 278
Often there is no chance of protecting my personal interests from bad
luck happenings.
15 88 58 63 27 22 1 3,25 274
When I get what I want, it is usually becau