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Leadership Capability Framework
The Leadership Capability Framework (LCF) was developed to ensure that Bhutan’s civil servants in leadership roles possess the competencies needed for effective leadership. This framework outlines the behavioral traits and capabilities expected of leaders, enabling assessments to gauge whether civil service leaders meet these standards. Additionally, it serves as a guide for targeted human resource development (HRD) to nurture future leaders.
Core Leadership Foundations
The LCF is built on three core abilities that serve as the foundation for effective leadership:
Direction: The leader’s capacity to establish a clear direction for their team.
Delivery : The leader’s ability to achieve set targets and meet goals.
Drive : The leader’s skill in motivating and engaging their team to reach their highest potential.
For better understanding of these basic foundations, these are further divided into five corresponding capabilities and 20 related competencies as follows.
Capabilities and Competencies
These three foundational abilities are expanded into five capabilities and 20 specific competencies . Each competency is detailed to include descriptions and behavioral traits that demonstrate the desired leadership qualities in practice.
This framework thus provides both a structure for leadership evaluation and a developmental roadmap to foster competent and effective leadership within Bhutan’s civil service. The description in detail is as follows:
Areas of capabilities and related competencies
1. Strategic View
1.1. Inspires a sense of purpose and direction (3)
Behavioral indicators (82)
1.1.2 Builds a sense of shared purpose and direction by actively promoting the vision and creating alignment of goals.
1.1.1 Champions the vision and communicates the way forward. Encourages others’ input to strategic plans.
1.2. Focuses strategically (3)
Behavioral indicators (82)
1.2.2. Consults with key stakeholders to assess the key issues of the organization to develop solutions with long-term viability for the organization.
1.2.1. Establishes and aligns core business areas of the organization with national development priorities.
1.3. Harness Information and Opportunities (4)
Behavioral indicators (82)
1.3.2. Recognizes and mitigates threats to the achievement of organization’s target
1.3.1. Identifies critical information gaps, and ensures required information is obtained/ provided.
1.4. Shows judgment and intelligence (5)
Behavioral indicators (82)
1.4.3. Generates innovative solutions to effectively resolve complex problems that may not have been experienced previously.
1.4.1. Weighs up options and applies sound judgment to develop realistic solutions for the organization.
1.4.2. Anticipates problems and addresses them quickly. Develops strategies and thinks through contingencies to manage long-term and strategic risks
2. Achieves Results
2.1 Builds organizational capability and responsiveness (4)
Behavioral indicators (82)
2.1.1. Identifies and nurtures talent. Provides talented people with access to targeted and ‘stretch’ development opportunities.
2.1.2. Takes steps to ensure the provision of prompt, efficient and responsive client service personally, and through effective resource management.
2.2. Taps professional expertise (2)
Behavioral indicators (82)
2.2.1. Anticipates conflict and uses appropriate strategies to resolve conflict when it arises
2.2.2. Models effective team working behaviors. Works collaboratively and cooperatively and reward those behaviors in others.
2.3. Steers and implements changes and deals with uncertainty (4)
Behavioral indicators (82)
2.3.1. Capitalizes on the diversity present in the organization. Harnesses different viewpoints.
2.3.2. Anticipates when different stakeholders may clash due to differing views, cultural perspectives or drivers. Adopts strategies to address these.
2.4 Ensures closure and delivers on intended results (5)
Behavioral indicators (82)
2.4.1. Engages in activities to maintain optimism and enthusiasm. Implements formal and informal team- building activities.
2.4.2. Makes time for people despite competing priorities, particularly when people are challenged or during difficult times.
2.4.3. Makes effort to minimize waste of the national and Agency’s resource