An in-depth view of the facets, antecedents and effects of leaders’ change competency: lessons from a case study

Leaders across companies initiate and implement change and thus are crucial for successful organizations. This study takes a competency perspective on leaders and investigates the competencies leaders show to facilitate effective change. The article explores the content of the construct of leaders’ change competency and examines its antecedents and effects. We conducted a case study in a German tourism company undergoing a major change process. The study identified (a) distinct content facets regarding the construct of leaders’ change competency along its two dimensions of leaders’ readiness for change and leaders’ change ability; (b) the construct’s antecedents, specifically contextual factors, leaders’ competency potentials, and attitudes toward change; and (c) beneficial effects of leaders’ change competency. The study ends with implications for research and leadership practice as well as suggestions for future studies on leaders’ change competency.

The role of SENCOs as leaders

2014 marks an important milestone for the SENCO (Special Educational Needs Coordinator) role. It is the 20 year anniversary of the requirement for schools to have a named person as lead for Special Educational Needs (SEN). This article explores the vision of the role as seen in government guidance and documents and compares this with the views of those in post who are undertaking a required training programme to become a qualified SENCO. An optional questionnaire was distributed to all SENCOs at Induction (Time 1) and repeated upon completion of the course (Time 2) and 10 semi structured follow up interviews were conducted with volunteers to explore emerging themes. Differences were seen in the sample between those that were part of the senior leadership team in terms of their views on their ability to lead and direct practice, resource management and the strategic goals of the role.

Contested institutions? Traditional leaders and land access and control in communal areas of Eastern Cape Province, South Africa

The South African government has endeavoured to strengthen property rights in communal areas and develop civil society institutions for community-led development and natural resource management. However, the effectiveness of this remains unclear as the emergence and operation of civil society institutions in these areas is potentially constrained by the persistence of traditional authorities. Focusing on the former Transkei region of Eastern Cape Province, three case study communities are used examine the extent to which local institutions overlap in issues of land access and control. Within these communities, traditional leaders (chiefs and headmen) continue to exercise complete and sole authority over land allocation and use this to entrench their own positions. However, in the absence of effective state support, traditional authorities have only limited power over how land is used and in enforcing land rights, particularly over communal resources such as rangeland. This diminishes their local legitimacy and encourages some groups to contest their authority by cutting fences, ignoring collective grazing decisions and refusing to pay ‘fees’ levied on them. They are encouraged in such activities by the presence of democratically elected local civil society institutions such as ward councillors and farmers’ organisations, which have broad appeal and are increasingly responsible for much of the agrarian development that takes place, despite having no direct mandate over land. Where it occurs at all, interaction between these different institutions is generally restricted to approval being required from traditional leaders for land allocated to development projects. On this basis it is argued that a more radical approach to land reform in communal areas is required, which transfers all powers over land to elected and accountable local institutions and integrates land allocation, land management and agrarian development more effectively.