ABSTRACT
People-oriented competencies are so central to leadership that sometimes they are considered essentially synonymous with it. This chapter discusses seven people-oriented competencies: consulting; planning and organizing personnel; developing staff; motivating; building and managing teams; managing conflict; and managing personnel change. Consulting involves checking with people on work-related matters and involving people in decision-making processes. Planning and organizing personnel involves coordinating people and operations and ensuring that the competencies necessary to do the work are, or will be, available. Developing staff involves improving subordinates' effectiveness in their current positions and preparing them for their next position or step. Conflict management is used to handle various types of interpersonal disagreements, to build cooperative interpersonal relationships, and to harness the positive effects of conflict. Managing personnel change involves establishing an environment that provides the emotional support and motivation to change.
