ABSTRACT
The opening leadership profile portrays the development of a competency-based leadership model in a global corporation, and identifies some benefits and pitfalls or challenges. Competency-based approaches derived primarily from the mainstream leadership discourse discussed in Part I, including both academic sources (e.g., McClelland 1985) and applied quality management literature (e.g., Thornton & Byham 1982). However, in recent years, ethics or values are also seen as important elements of leadership competencies, and are reflective of the influence of the new leadership discourse discussed in Part II.
