ABSTRACT
We have known for a long time that it is important to distinguish among different types of leadership competencies. There are relatively innate or long-term dispositions (traits), broadly applied learned characteristics (skills), and actual behaviors (concrete actions). Possession of certain traits and skills is an indicator of effectiveness; behaviors are the (present or past) indicators of the effective use of traits and skills in organizational contexts. The generic term “competency” generally refers to discrete abilities to accomplish a job, regardless of traits, skills, or behaviors.
