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Innovative Praxis

Die Entwicklung und Validierung eines evidenzbasierten Kompetenzmodells effektiver Führung (LEaD: Leadership Effectiveness and Development)

Published Online:March 17, 2014https://doi.org/10.1026/0932-4089/a000138

Abstract

Die Entwicklung von Führungskräften und die dazu erforderliche Diagnostik von Führungskompetenzen stellen zentrale Inhalte jeder HR-Strategie dar. Viele Unternehmen greifen dabei insbesondere in der Diagnostik auf selbst entwickelte Instrumente zurück, ohne die Vielfalt praxisrelevanter Erkenntnisse der Führungsforschung zu berücksichtigen. Mit dem LEaD-Kompetenzmodell wurde im deutschen Raum einer der ersten Versuche unternommen, den Ansatz des evidenzbasierten Managements auf die Entwicklung eines praxisrelevanten Kompetenzmodells für Führungsaufgaben anzuwenden. Dieser Beitrag beschreibt den Prozess der theoretischen Herleitung und inhaltlichen iterativen Konzeption, skizziert die Inhalte des Kompetenzmodells und berichtet zentrale Ergebnisse der empirischen Studien (Interviewstudie, Prototypizitätsstudie, Pretest und Validierungsstudie). Die Ergebnisse der Validierungsstudie (N = 720) zur Konstrukt- und Kriteriumsvalidierung und inkrementellen Validität zeigen, dass das theoriebasierte Kompetenzmodell und zugehörige Diagnoseinstrument effektives Führungsverhalten reliabel und valide beschreiben und erfassen können.


The development and validation of an evidence-based leadership competency model (LEaD: Leadership Effectiveness and Development)

Assessing leadership competences and developing executives represent key tasks of every HR strategy. Surprisingly, many organizations revert to self-developed instruments without considering the manifold empirical findings generated by leadership research, particularly in the case of assessing leadership competences. However, the LEaD competency model is one of the first attempts to adopt the evidence-based management approach with regard to assessing leadership competences, thereby converting empirical results from leadership research into practical (consultant) instruments. The article describes the theoretical background, the process of the iterative development of the competency model, outlines the contents of the competency model, and reports central results of the empirical studies (interview study and prototypicality, pretest, and validity study). The results of the validity study (N = 720) concerning the construct, criterion, and incremental validity show that the theory-based LEaD competency model and the instrument are reliable and valid approaches for assessing effective leadership behavior.

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