Vermeulen's Five Leadership Competencies
Vermeulen (1999:44) expresses the view that, despite the position held by an individual in a company, the way she or he reacts to others determines her or his success. This is controlled directly by how emotional messages are dealt with.
According to Corporate Leadership Council (1997), Cambria Consulting research indicates that many companies are experiencing a serious leadership deficiency. To fill that gap most companies are looking for individuals with competencies beyond technical skills. Cambria Consulting and Corporate Leadership Council identified the following ten leadership competencies as the most important:
Competency % of models featuring competency
Drive for results 83%
People development 71%
Big-picture awareness 64%
Team player 62%
Flexibility 58%
Integrity 58%
Learning orientation 54%
Strategic thinking 54%
Vision and direction 53%
Creating a high performance climate 51%
The council maintains that all of the above skills are linked to emotional leadership abilities.
Stein (1997) reports that a graduate student at Manila University has demonstrated that emotional intelligence are significantly and highly correlated with work performance, while cognitive intelligence has
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He maintains that both Goleman (1998) and Mayer et al, (1998) have argued that emotional leadership in itself is probably not a strong predictor of job performance. Rather it provides the bedrock for competencies that are. Goleman tries to make a distinction between emotional leadership and emotional competence, with emotional competence referring to the personal and social skills that lead to superior performance in the workplace. Emotional competencies are linked to and based on emotional leadership. A certain level of emotional leadership is necessary to learn the emotional competencies (Gowing, unpublished
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