Leadership competency models

Abstract In this exchange of letters, Hollenbeck, McCall, and Silzer exchange views on the value of leadership competency models. Hollenbeck and McCall argue that the assumptions behind competency models are problematic and that the field's uncritical acceptance of this technique has negative consequences, including a return to the “great person” view of leadership and a disregard for “great results.” Silzer counters with an examination of the benefits of leadership competency models for individuals and organizations. In his view, the developers and users of competency models do not succumb to an overly simplistic view of leadership effectiveness, and the way forward is a more comprehensive model of effectiveness.