2.4. Competency
In order to develop a competency profile, the concept of competency should be clarified.
“Competency” refers to the complete blend of requirements to perform in a given context. It includes
being competent in uncertain and unpredictable situations that require more than the skills mastered in a
professional area. Competencies can thus be seen as inclusion of skills, knowledge and attitudes,
including the patterns of personal competencies and the way they work together for achievement [68].
The literature on how leadership competencies should be derived appears to be inconclusive. Job
analysis used to be the primary mechanism for identifying the knowledge, skills and attitudes for a
specific position. While not describing the concept of leadership competencies, Voskuijl and Evers [69]
describe job analysis as one of the oldest human resource management tools which is being
complemented by competency modeling to meet the requirements of the changing world. Following an extensive literature study, they conclude that “competency” definitions range from abstract psychological constructs to direct observable behavior, to something innovative and may even include something highly desirable.In light of the non-prescriptive range of approaches being used in competency formulation, the current study approached innovation leadership from first principles by identifying the competencies observed in leaders who achieved innovation success.