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Conclusions

All in all, an effective leader needs to acquire an impressive range of key

competencies. The competencies presented in this chapter are considered
by the author to be integral to successful leadership, but they certainly
don’t exhaust the list. Furthermore, no single competency is adequate for
an effective leader, and it is important to learn how to use a variety of these
competencies flexibly and appropriately.

The situation is likely to dictate to a great extent just what competency is
needed. Clearly, some competencies matter more than others, particularly
at the higher levels of leadership. For senior-level executives, for example,
technical expertise matters far less than the art of influence: you can hire

people with great technical skills, but then you should create a climate that
fosters motivation, guidance, and inspiration. For that reason, it is very
important for a leader to understand what employees need and want, as
well as what motivates them. No one can be an effective leader without an
understanding of how to interact with his or her “followers.”

Clearly, mastering a wide range of competencies will not be quickly
accomplished. Therefore, those seeking to be more effective leaders should
begin by identifying the one or two competencies they believe are most
important to them given their particular circumstances, and then work on
those skills that will enable them to become more competent through
learning and practice. After a time, more competencies can be added to the

leadership “portfolio.”

David Kolzow 124