Growing the competencies required for success

  • Steve Waddell
Part of the Bocconi on Management Series book series (BOCCOM)


I once listened to a network leader describe her frustration with a year-long initiative to bring another group of organizations into her established network. There had been seven meetings, and she felt there was little progress. As we talked, I brought up the topic of competencies to investigate particular approaches, skills, and tools that she might use. I referred to a model of eight different competencies that I have identified as key to networks’ success. The model proved a great diagnostic tool.


Civil Society Credit Union Network Development Social Entrepreneur Severe Acute Respiratory Syndrome 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. 1.
    Center for Corporate Citizenship (2009). Leadership Competencies for Corporate Citizenship: Getting to the Roots of Success. Boston, MA, USA, Boston College.Google Scholar
  2. 2.
    Heifetz, R. A. (1994). Leadership without Easy Answers. Cambridge, Mass., Belknap Press of Harvard University Press.Google Scholar
  3. 3.
    Bradford, D. L. and A. R. Cohen (1998). Power Up: Transforming Organizations Through Shared Leadership. New York, J. Wiley.Google Scholar
  4. 4.
    Drath, W. H. and C. J. Palus (1994). Making Common Sense: Leadership as Meaning-Making in a Community of Practice. Greensboro, N.C., Center for Creative Leadership; Drath, W. H. (2001). The Deep Blue Sea: Rethinking The Source of Leadership. San Francisco, Jossey-Bass; McGonagill, G. and C. Reinelt (Forthcoming). “Supporting Leadership Development in the Social Sector: How Foundations Can Make Strategic Investments”. The Foundation Review.Google Scholar
  5. 5.
    Seagal, S. and D. Horne (2000). Human Dynamics: A New Framework for Understanding People and Realizing the Potential in Our Organizations. Waltham, MA USA, Pegasus Communications.Google Scholar
  6. 6.
    Block, P. (1993). Stewardship: Choosing Service over Self-interest. San Francisco, CA, USA, Berrett-Koehler.Google Scholar
  7. 7.
    Senge, P. (2006). “Systems Citizenship: The Leadership Mandate for this Millennium.” Reflections: The SoL Journal on Knowledge, Learning, and Change 7(3): 1–8.Google Scholar
  8. 8.
    Ibid., pp. 5–6.Google Scholar
  9. 9.
    Hämäläinen, R. P. and E. Saarinen (2007). “Systems Intelligence: A Key Competence for Organizational Life.” Reflections: The SoL Journal on Knowledge, Learning, and Change 7(4): 17–28.Google Scholar
  10. 10.
    Raelin, J. (2003). Creating Leaderful Organizations: How to Bring Out Leadership in Everyone. San Francisco, CA, USA, Berrett-Koehler.Google Scholar
  11. 11.
    Luhmann, N. (1979). Trust and Power. Chichester, UK, Wiley.Google Scholar
  12. 13.
    Burt, R. (1992). Structural Holes: The Social Structure of Competition. Cambridge, MA, Harvard University Press.Google Scholar
  13. 15.
    Patton, M. Q. (2010). Development innovation: Applying Complexity Concepts to Enhance innovation and Use. New York, NY, USA, Guilford Press.Google Scholar
  14. 16.
    Khagram, S., et al. (2009). “Evidence for Development Effectiveness.” Journal of Development Effectiveness 1(3): 247–270.CrossRefGoogle Scholar
  15. 17.
  16. 19.
    Snyder, W. M. (1996). Organization Learning and Performance: An Exploration of the Linkages Between Organization Learning, Knowledge, and Performance. Dissertation, University of Southern California.Google Scholar
  17. 20.
    Snyder, W. M. and E. Wenger (2004). “Our World as a Learning System: A Communities-of-Practice Approach”. Creating a Learning Culture: Strategy, Technology, and Practice. M. L. Conner and J. G. Clawson (eds). Cambridge, UK, The Press Syndicate of the University of Cambridge: 35–58.CrossRefGoogle Scholar
  18. 21.
    Ibid., pp. 36–37.Google Scholar
  19. 22.
    Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York, Doubleday.Google Scholar
  20. 24.
    Senge, P. M. (1990). Op.cit.Google Scholar
  21. 25.
    Reinicke, W. (1999). “The Other World Wide Web: Global Public Policy Networks.” Foreign Policy 117: 44–57.CrossRefGoogle Scholar
  22. 26.
    Waddell, S. J. (2003). “Global Action Networks: Building Global Public Policy Systems of Accountability.” AccountAbility Quarterly 20: 19–26.Google Scholar
  23. 27.
    Etzioni, A. (1961). A Comparative Analysis of Complex Organizations. New York, Free Press.Google Scholar
  24. 28.
    Baser, H. and P. Morgan (2008). Capacity, Change and Performance. Discussion Paper No 59B. Brussels, Belgium, European Centre for Development Policy Management.Google Scholar
  25. 29.

Copyright information

© Steve Waddell 2011

Authors and Affiliations

  • Steve Waddell
    • 1
  1. 1.Networking ActionUSA

Personalised recommendations