Creating Value in Organizations
Chapter 7: Measuring Leadership Competencies and Organizational Culture
In the previous chapter we described the measures used to assess ﬁnancial performance in companies based on the Competing Values Framework. We demonstrated how the Competing Values Framework provides indicators of ﬁnancial performance that accurately predict both current and future market value of ﬁrms. Companies do better ﬁnancially if they utilize the full spectrum of measures advocated by the Competing Values Framework. In this chapter we shift to measurements of leadership competencies, and organizational culture. We also provide examples of other assessment tools associated with the Competing Values Framework, namely, Organizational Outcomes and Organizational Change Strategies. The Competing Values Framework provides a way for leaders to assess their own competencies, their organization’s culture, and, based on those measurements, to develop a personal development plan and improvement agenda. The extent to which leaders have developed certain key competencies, and the extent to which personal competencies match the organization’s culture, serve as standards that guide development plans and improvement agendas. LEADERSHIP EFFECTIVENESS Never has there been a time when eﬀective leadership is more crucial for organizational success. This is because of the dramatic increase in the challenges experienced by virtually every organizational sector – large and small, public and private, old-economy and new-economy. Each is faced with hyper-turbulent speed, information revolution, dramatic increases in technological innovation, and unpredictable global events. No one doubts that the next decade will be characterized by chaotic, transformational, rapid-ﬁre change. In fact, almost no sane person is willing to predict what the world will be like...
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