As we analyzed the data, we found that across industries, bosses share similar beliefs about what competencies are most important to the success of their organization.<\/strong> They also share similar perspectives on the strengths of their leaders and which capabilities need to be further developed.<\/p>\n We\u2019ve uncovered some overarching similarities in terms of what leaders in different fields need to succeed. Here are 5 insights on what we learned and what these findings mean for leadership development.<\/p>\n Out of 16 leadership competencies<\/a> on our Benchmarks\u00ae 360-degree assessment, the same 6 rose to the top as most needed in every industry we researched:<\/p>\n The most effective leadership development initiatives are built on the competencies that are most critical to the success of an organization and its leaders. Based on the pervasive importance of these 6 competencies, HR and training teams in every industry would be well advised to track and build leader competencies in each of these 6 areas.<\/p>\n Among the top 6 competencies, bosses in all industries rated \u201ctaking initiative\u201d as the most effective competency of their leaders. This confirms the well-known belief that the ability to get things done is what gets leaders promoted in the first place. (Of course, what got them promoted to management isn\u2019t what they need to succeed once they get there; that\u2019s why organizations must prepare their first-time managers for success<\/a> in their new leadership roles.)<\/p>\n Our research has long shown that leading employees effectively is essential to both individual and organizational impact. A leader\u2019s performance and reputation within the organization is only as strong as their team. That means leaders need to know how to recruit the right people and then motivate and develop them as they progress throughout their careers.<\/p>\n It\u2019s troubling that so many leaders across industries need development in this fundamental area, especially since direct reports are vital to getting day-to-day work done. Equipping managers to develop employees<\/a> should be a top priority for every organization.<\/p>\n While all industries rated \u201cbuilding collaborative relationships\u201d as the most important capability leaders need, none<\/em> rated it among the top 2 proficiencies of their current leaders. Why such a significant gap? Typically, individuals are promoted into leadership roles because they are strong individual contributors. In many organizations, the ability to build collaborative relationships with peers and external stakeholders simply isn\u2019t practiced or rewarded regularly.<\/p>\n Individuals with \u201cleader\u201d titles have more self-development work to do if they are to master this competency. Regardless of your industry, you\u2019ll want to help your leaders build more collaborative relationships.<\/p>\n Aside from the financial industry, all other industries we surveyed rated \u201cchange management\u201d as one of the lowest proficiencies of their leaders. This isn\u2019t surprising \u2014 we have found that many organizations have mastered the operational or structural side of change but give little effort to the people side of the change equation<\/a>.<\/p>\n To gain the desired results when implementing a new direction, system, or initiative, organizations need the benefit of change-capable leaders<\/a>, no matter what industry they\u2019re in.<\/p>\n While bosses in all industries said their leaders were proficient at \u201ctaking initiative,\u201d all also cited a lack of preparedness when it came to \u201cleading employees,\u201d \u201cbuilding collaborative relationships,\u201d and \u201cchange management.\u201d In short, the data showed that leaders in different fields are more alike than different, and there\u2019s a serious shortage of leaders who are skilled in key areas \u2014 what\u2019s known as a leadership gap<\/a> \u2014 in practically every industry.<\/p>\n Once you understand the competencies needed for success in your specific industry and where the gaps are greatest, you can begin to design leadership development initiatives that deliver effective results for your<\/em> organization to make the most impact on your leaders.<\/p>\n Below are some of our key findings about the leadership competencies of U.S. leaders in different industries. You can also download our full Industry Trend Report<\/a>\u00a0for more detailed information.<\/p>\n Half of pharmaceutical industry leaders were also not proficient in \u201cleading employees.\u201d<\/strong> Leaders scored much better on \u201cparticipative management,\u201d which deals with involving others, listening, and building commitment. Though \u201cleading employees\u201d includes \u201cparticipative management,\u201d it\u2019s a broader competency that also focuses on recruiting talented employees, providing challenging development opportunities, and rewarding hard work. Pharmaceutical organizations should focus on developing these skills. View the Pharmaceutical Leadership Infographic (PDF)<\/a>.<\/p>\n Leaders in financial services are proficient in several important areas but less proficient in \u201cbuilding collaborative relationships\u201d and \u201cleading employees.\u201d<\/strong> And bosses rated \u201cbuilding collaborative relationships\u201d and \u201cleading employees\u201d as the No. 1 and No. 3 most important competencies, respectively. Focusing on developing these competencies should create a strategic advantage for financial services firms aiming to improve their leadership pipelines. View the Financial Leadership Infographic (PDF)<\/a>.<\/p>\n High-tech leaders were least proficient in areas that focus on working with others like \u201cbuilding collaborative relationships\u201d and \u201cleading employees.\u201d<\/strong> In fact, \u201cbuilding collaborative relationships\u201d was rated as the most important competency in this industry. Given that close to 80% of leaders in technology are \u201cat least proficient\u201d in \u201ctaking initiative,\u201d we recommend that tech organizations refocus development on those that leaders work with and manage. View the High-Tech Leadership Infographic (PDF)<\/a>.<\/p>\n \u201cBuilding collaborative relationships\u201d is the most important competency for success in the energy industry.<\/strong> Yet nearly 40% of leaders were not rated as proficient in this area. A more dedicated focus on \u201cleading employees,\u201d \u201cparticipative management,\u201d and \u201cchange management\u201d could critically improve an energy leader\u2019s reputation and ability to build collaborative relationships over time. Energy organizations may want to develop skills at working well with others on a day-to-day basis. View the Energy Leadership Infographic (PDF)<\/a>.<\/p>\n Government leaders were least proficient in \u201cchange management\u201d and \u201cleading employees.\u201d<\/strong> \u201cChange management\u201d refers to the use of effective strategies to facilitate organizational change initiatives and to overcome resistance to change. Given that more than 80% of leaders in government are \u201cat least proficient\u201d in \u201ctaking initiative,\u201d we recommend that government organizations focus attention on building change leadership and the \u201cleading employees\u201d competency. View the Government Leadership Infographic (PDF)<\/a>.<\/p>\n U.S. Army leaders averaged significantly higher proficiency ratings on all 6 competencies compared to average U.S. industry leaders.<\/strong> Given the extensive leadership development training that these leaders already undergo to deal with the harsh realities they face on the job, this shouldn\u2019t be surprising. This suggests that organizations in many other industries may enhance their leader bench strength by recruiting and hiring more veterans for key leadership roles. View the U.S. Army Leadership Trend Report (PDF)<\/a>.<\/p>\n In closing, leadership development programs that focus on helping leaders comprehend and apply the competencies they need most to bring results will have the greatest impact on the bottom line. We hope insights from our Industry Trends Report<\/a>\u00a0and these takeaways about leaders in different fields will help you design development solutions that are relevant, useful, and impactful for leaders at your organization, whatever your industry.<\/p>\nOur Research Findings on Leaders in Different Industries<\/h2>\n
5 Key Insights from the Data<\/h3>\n
1. The same 6 competencies were rated most vital to leadership success in every industry.<\/h4>\n
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2. Leaders rate highest at taking initiative.<\/h4>\n
3. Among the top-rated competencies, leaders are least prepared to lead employees.<\/h4>\n
4. Leaders lack vital skills for building collaborative relationships.<\/h4>\n
5. Leaders lack important skills in change management.<\/h4>\n
Varying Skills Needed Among Leaders Across Different Industries<\/h2>\n
Top Leadership Competencies Needed for Leaders in Different Fields<\/h3>\n
Healthcare Industry Leaders<\/h4>\n
![\"Link](\"\/wp-content\/uploads\/2017\/01\/Healthcare-Thumbnail.jpg\")
<\/a>Healthcare leaders were least proficient in \u201cleading employees.\u201d<\/strong> \u201cLeading employees\u201d deals with attracting, motivating, and developing employees. Given that more than 75% of leaders in healthcare are \u201cat least proficient\u201d in \u201ctaking initiative,\u201d we recommend that they refocus some of their attention on those they work with and manage. Research has shown that leaders with more interpersonal savvy cultivate higher performance teams. View the Healthcare Leadership Infographic (PDF)<\/a>.<\/p>\nPharmaceutical Industry Leaders<\/h4>\n
![\"Link](\"\/wp-content\/uploads\/2017\/01\/Pharma-Thumbnail-2.jpg\")
<\/a><\/p>\nFinancial Services Industry Leaders<\/h4>\n
![\"Link](\"\/wp-content\/uploads\/2017\/01\/Financial-Tumb.jpg\")
<\/a><\/p>\nHigh-Tech Industry Leaders<\/h4>\n
![\"Link](\"\/wp-content\/uploads\/2017\/01\/High-Tech.jpg\")
<\/a><\/p>\nEnergy Industry Leaders<\/h4>\n
![\"Link](\"\/wp-content\/uploads\/2017\/01\/Energy-Thumbnail.jpg\")
<\/a><\/p>\nGovernment Sector Leaders<\/h4>\n
![\"Link](\"\/wp-content\/uploads\/2017\/01\/Government-Thumbnail.jpg\")
<\/a><\/p>\nMilitary Leaders<\/h4>\n
![\"Link](\"\/wp-content\/uploads\/2017\/11\/US-Army-Thumb.jpg\")
<\/a><\/p>\nReady to Take the Next Step?<\/h3>\n