Key competencies for
Senior Managers
With links to learning opportunities and further
information
Clive Betts
Staff Learning and Development
Version 1.0 September 2014
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To be an effective leader you must be able to:
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Understand own ability to fulfil key responsibilities of the leadership role
Be able to evaluate your own ability to lead others
By way of:
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Describing some of the leadership theories and how they relate to your role & organisation
Considering the role that Emotional Intelligence plays in leadership
Examining techniques for effectively communicating a vision & the importance of doing so
Typically these will involve the following information, steps, tools and techniques:
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The Great Man Theory, Trait Theories, Behavioural Theories (transactional vs transformational)
Blake and Mouton Managerial Grid
Situational Leadership
Decision trees
Tannebaum and Schmidt; Adair; Servant leadership;Goleman and Salovey & Meyer
Emotional Intelligence
Communication of Vision
Kotter’s ‘What Leaders Really Do’
Communication: push pull model/influencing/negotiating
Personal Development Planning
Learn about/develop/refresh this capability: Becoming an effective leader workshop (part of the Stepping into
Senior Management programme); You e-Develop resources
To manage wellbeing you must be able to:
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Evaluate the effectiveness of the University in recognising workplace stress and conflict and providing
the necessary support mechanisms
Plan improvements to the identification and approach to dealing with workplace stress and conflict in
own area of responsibility
Implement improvements to the identification and approach to dealing with workplace stress and
conflict in own area of responsibility
Critically evaluate own ability to identify and deal with workplace stress and conflict effectively
Typically these will involve the following information, steps, tools and techniques:
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Management responsibilities in relation to work-related stress
Methods to manage stress at own place of work
Causes, symptoms and effects of stress and implications for workplace and non-work activities and
relationships
Workplace risk assessments
Sources of support and techniques to counsel staff
Audit and review procedures for managing stress
Possible indicators of stress in the workplace such as staff turnover
Organisational policies and procedures on bullying and harassment
Health and safety legislation in the workplace
Identifying and dealing with workplace stress and conflict
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Causes of conflict and interpersonal friction (including bullying and harassment) and ways to resolve
them
Grievance and discipline procedures, including supporting records
Organisational employment policies such as time-keeping, absenteeism, conduct, level of performance,
attitude and behaviour, gross misconduct
Awareness of legal aspects
Setting objectives and determining priorities to balance personal and organisational needs
Symptoms of stress in self and recognition of stressful situations
Time management techniques
Benefits of delegating
Learn about/develop/refresh this capability: Managing wellbeing (under development); Wellbeing website; You
e-Develop resources
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