A CONCEPTUAL STUDY ON THE INTEGRATION OF NON-COGNITIVE SKILLS IN LEADERSHIP DEVELOPMENT
DOI:
https://doi.org/10.69980/thyvqv46Keywords:
Non-cognitive skills, Leadership development, Emotional intelligence, Organizational performance, Social cognitive theoryAbstract
The paper analyses the combination of non-cognitive skill features in leadership development, with special reference to emotional, behavioral and interpersonal skill aspects being the fundamental transmitter of proficient leadership. Being different from cognitive skills that mainly target thinking ability, non-cognitive skills including understanding emotions, talking, changing, and encouraging oneself largely determine the extent to which leaders will be effective in today's organizations. As a conceptual study, it maps out the territory of non-cognitive skills and leadership development frameworks through the prism of the literature review. It draws on major theoretical underpinnings such as Social Cognitive Theory, Emotional Intelligence Theory, and Behavioural and Psychological theories to shed light on the development and application of these skills. The research further discusses the influence of non-cognitive skills on leaders' performance with a focus on employee engagement, organizational success and working together. In addition, it presents big problems such as measurement issues, unawareness and organizational hinderances. At the same time, it recommends ways like training sessions, educational measures, and the application of technology and AI. The main points are that the incorporation of non-cognitive skills in leadership development is necessary for preparing leaders who are capable of change, coming back after difficulties, and performing well in the fast-changing world of today.
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