ORGANIZATIONAL COMPETENCIES

Phuoc D. Nguyen

Among the competencies required for the public-sector leader, it is suggested the following three kinds of competencies for the public-sector leader in developing countries. First, creative thinking competence: the ability to diagnose, and identify the nature of a phenomenon or process, and then measure the movement and development trends of an organization with a vision. Leaders must have interdisciplinary thinking, and an understanding of the interrelationships, the impact, and the coordination mechanism between the distinct functions and processes. APO (2018) suggested desirable characteristics and knowledge, skills, and abilities (KSAs) of public leaders, including “Setting directions, citizen satisfaction management, smart technologies, cross-cultural, digital governance, e-government, horizontal governance, knowledge-based management, and managing uncertainties.” (pp. 29-30). Good strategic thinking is the basis of action to set the right direction and policy to bring efficiency to the organization. Leaders and managers must have innovative and creative thinking, support for new ideas, and sensitivity to events, and information to make decisions in uncertain situations.

Second, the organizational competencies are the ability to plan, design organizational structure, personnel allocation, and assignment, empowerment of each job position, establish management systems and organizational processes, ensuring the fulfillment of tasks, not overlap. This is the ability to operate, coordinate, and associate individuals and units in a unified whole of the organization towards the common goal.

“A competency framework for the public service, including planning and organizing behavioral trait, technological awareness behavioral trait, communication behavioral trait, team management behavioral trait, customer focus behavioral trait, continuous learning behavioral trait, technical expertise and skills behavioral traits, creativity and innovativeness behavioral traits, change & risk management behavioral traits, professional ethics and values behavioral traits, coaching and mentoring behavioral traits, technological savvy behavioral traits, legal and regulatory framework behavioral traits, time management behavioral traits; managerial competencies; and leadership competencies.” (ROK, 2017). Third, motivation and inspiration competence are the ability to understand the needs and aspirations to motivate all and each member to strive for action; the ability to build the image of public authorities, and civil servants, build trust in the prestige, and capacity of leaders to attract and gather forces and talents that contribute to the organization and the public service system.