A model of command, leadership and management competency as a predictor of the performance, potential and rate of advancement of Royal Navy senior officers.
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| Title: | A model of command, leadership and management competency as a predictor of the performance, potential and rate of advancement of Royal Navy senior officers. |
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| Authors: | Young, Mike (AUTHOR), Dulewicz, Victor (AUTHOR) |
| Source: | Military Psychology. 2026, Vol. 38 Issue 3, p250-266. 17p. |
| Subjects: | Leadership, Great Britain. Royal Navy, Core competencies, Professional competence, Naval officers, Career development, Employee reviews |
| Abstract: | The CLM "supra-competencies" of 481 senior RN officers were measured by relevant personality and motivation scales and compared with their formal organizational appraisal and promotion data. Results suggest the CLM Competency Model is reliable, valid and adds important insight into the appraised Performance and Potential along with previous Rate of Advancement (ROA) of senior RN Officers. This study demonstrates the potential for criterion-anchored and validated competencies, such as the CLM Model, to add insight to organizational selection and development. Results could be cautiously applied to other militaries but need to be replicated with civilian directors and senior executives to demonstrate equal value outside the services. This is a rare example of a study into a large population of very senior leaders, validated against both formal appraisal data and actual rates of advancement. [ABSTRACT FROM AUTHOR] |
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| Database: | Psychology and Behavioral Sciences Collection |
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| Abstract: | The CLM "supra-competencies" of 481 senior RN officers were measured by relevant personality and motivation scales and compared with their formal organizational appraisal and promotion data. Results suggest the CLM Competency Model is reliable, valid and adds important insight into the appraised Performance and Potential along with previous Rate of Advancement (ROA) of senior RN Officers. This study demonstrates the potential for criterion-anchored and validated competencies, such as the CLM Model, to add insight to organizational selection and development. Results could be cautiously applied to other militaries but need to be replicated with civilian directors and senior executives to demonstrate equal value outside the services. This is a rare example of a study into a large population of very senior leaders, validated against both formal appraisal data and actual rates of advancement. [ABSTRACT FROM AUTHOR] |
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| ISSN: | 08995605 |
| DOI: | 10.1080/08995605.2025.2493392 |
