Leadership and management competencies for technology organizations in developing countries

Summary form only given. The development of appropriate personal and functional competencies is a critical factor in any organization. This paper discusses the development of leadership and management competencies for personnel in technology organizations and draws on the experience gained in the South African high-tech industry. South Africa had to follow an evolutionary, yet systematic approach if it wanted to effectively manage the development of a number of complex, high-tech engineering programs. The appropriate discharge of leadership and management competencies at all levels and in all areas of the organization in a multi-disciplinary high tech environment were identified as the most crucial characteristics for program success. The paper retraces the path taken which led to a conscious realization of the need to systematically identify, develop and internalize the crucial personal and functional competencies required for success. It further discusses the means that were used to achieve a high degree of personal acceptance, of internalization and a change in behavior of the individual as well as the company culture as reflected in its shared value system. This promoted multi-disciplinary team work, personal and technical integrity and resulted in a mature and professional approach to problem solving, negotiations and conflict resolution. The paper also briefly touches the technical manpower selection process, the mentorship/leadership roles of senior managers, the building of a learning company culture and the practical implementation in a real world scenario