Youth organizations offer one of the best opportunities for youth to gain their first meaningful opportunities to develop leadership skills and gain experiences in all aspects of organizational management. But weak leadership is also one of the main factors that hinder organizations work, it’s sustainability and the experience of its members. For a youth organization to succeed, effective leadership is one of the most important factors to pay attention!
To support this growth, the competency model offers a clear vision of what effective leadership can look like in the youth field. The goal of the model is to outline the core skills, behaviours, and mindsets that help young leaders succeed, grow, and contribute to healthy, sustainable organizations. It is not a rulebook or checklist, but a framework that highlights important areas of leadership and provides direction for personal self-development.
This model was created in cooperation with OLE ROHKEM. and the Latvian National Youth Council (Latvijas Jaunatnes Padome) with funding from the Erasmus+ KA2 project “LATEST. Youth Leaders”.
This competency model is created for young leaders aged roughly 16–30 who take responsibility in youth organizations, whether formally (e.g., board members, team leads, project coordinators) or informally (e.g., active volunteers, activity leaders). It can also be useful for organizations that wish to understand how to support the development of their leaders. Because young leaders and their teams usually work as volunteers, this model is meant for fully volunteer organizations.
The model can be used in several ways:
Leaders can use it to reflect on their own strengths and areas for growth, set personal development goals, and understand what skills contribute to effective leadership.
Teams can use it as a shared language to discuss expectations and support each other’s learning. The model can also help clarify responsibilities or divide leadership tasks in a way that matches people’s strengths.
The model includes eight competencies, each describing an important aspect of leadership. Every competency contains several subcompetencies that outline more specific areas for awareness and development.
The competencies are interconnected and often influence each other. For example, strong self-leadership supports clearer communication and better teamwork and effective collaboration can strengthen project outcomes and financial decisions. Leaders rarely work within just one competency area at a time — leadership tasks naturally combine several skills.
Competencies 1, 2, 3, 4, and 6 describe skills that are relevant for all leadership roles, no matter whether someone is a finance manager, communication lead, board member, or project coordinator. These reflect the shared expectations of leading oneself, working with others, communicating well, and ensuring organizational continuity.
Competencies 5, 7, and 8 may become more or less important depending on how leadership responsibilities are divided. For example, a finance manager may focus more on the Financially Responsible Leader competency, while a partnerships lead may work more within the Collaboration Developer area. This flexibility allows organizations to adapt the model to their structure and needs.
Each subcompetency has a set of different guiding tools and educational materials, that help you in personal or organizational development!
1.1 Understands and Develops Themselves
The leader demonstrates awareness of their strengths and areas for growth and actively works on developing themselves. They reflect on their actions and decisions to understand what works well and what could be improved, which helps them make more informed choices in the future. This includes seeking feedback, learning new skills, and adjusting their behaviour to different situations. The leader sets clear personal and professional goals and creates realistic plans to achieve them.
1.2 Plans and Manages Time
The leader sets priorities and organizes tasks in a way that supports effective time management. They create realistic schedules, break larger tasks into manageable steps, and use tools to stay on top of their responsibilities. They distinguish between essential and non-essential tasks and make an effort to avoid procrastination on critical work. The leader uses time-management methods that support timely and quality task completion.
1.3 Supports Their Mental
Well-Being
The leader pays attention to their mental and physical well-being and takes steps that help them stay balanced. They make space for rest, aim to maintain healthy routines, and use strategies that support a positive outlook even during stressful periods. This includes finding a healthy balance between personal life and leadership responsibilities and recognizing when additional rest or when to ask for help from others.
1.4 Adapts to Changing Situations
A young leader demonstrates adaptability to different situations and responds constructively to change. They remain open to new ideas, explore alternative approaches, and view mistakes as opportunities for learning. When unexpected situations occur, they adjust plans calmly and make decisions based on the best available information at that moment. Because of this approach, they act effectively in situations that require quick thinking or adjustment.
2.1 Sets Team Goals and Priorities
The leader sets clear and realistic team goals that support the organization’s mission. They involve team members in shaping goals so everyone understands them and feels responsible for achieving them. The leader explains priorities in simple terms and shows how each person’s work contributes to the team’s success. They check goal progress periodically, make changes when needed, and highlight achievements to keep the team motivated.
2.2 Delegates and Assigns Tasks Effectively
The leader considers each team member’s strengths, skills, and interests when giving out tasks. They explain responsibilities clearly, make sure expectations are understood, and provide the support needed to complete the work. The leader gives team members space to work independently but stays available when help is needed. They offer feedback in a respectful and supportive way so people can grow and gain confidence in their work
methods that support timely and quality task completion.
2.3 Conducts Effective and Purposeful Meetings
The leader prepares meetings with clear goals and simple agendas. They guide discussions in a way that allows everyone to participate and keeps the meeting focused. The leader summarizes important points, confirms decisions, and makes agreements on next steps before ending the meeting. They also consider when a meeting is not needed and use quick check-ins or written updates instead.
2.4 Respects and Manages Team Time
The leader plans work in a way that respects the team’s available time and energy. They give realistic deadlines, share information early, and avoid giving too many tasks at once. The leader adjusts plans when unexpected changes happen and tries to make processes simple and efficient. By being mindful of the team’s workload, the leader helps create a healthy work environment.
3.1 Builds and Maintains Motivation
The leader creates an environment where team members feel valued, included, and connected to the team and its work. They encourage mutual trust and open communication.
The leader notices what motivates different people and uses positive reinforcement and recognition to keep the team engaged. They help team members understand why their work matters and support a culture where people feel proud of their contributions.
3.2 Supports Team Members’ Development
The leader pays attention to the growth and development of each team member. They support people in setting personal goals and provide opportunities to learn new skills through training, coaching, or mentoring. The leader offers guidance when needed and encourages team members to take on new challenges at a pace that feels manageable. Their support helps team members reach their full potential.
3.3 Initiates and Resolves Conflicts
The leader understands that disagreements can happen in any team and approaches them purposefully and openly. They create a safe space where people can share their perspectives without fear. The leader listens actively, tries to understand all sides, and helps team members find fair and respectful solutions. They encourage honest communication and address problems early so they do not grow into larger conflicts.
4.1 Speaks Clearly and Persuasively
The leader presents their ideas in a clear, confident, and structured way. They consider who the audience is and adapt their message so it is easy to understand. The leader keeps people’s attention by staying focused on the main points and explaining ideas in simple language. They respond to questions calmly and handle disagreements or misunderstandings with respect.
4.2 Ensures Information Flow in the Organization
The leader shares important information in a timely and transparent way. They make sure team members know what is happening, what decisions have been made, and what is expected of them. The leader encourages open communication so people feel comfortable asking questions and giving feedback. The leader makes sure, that the organizations internal communication system is set up in a way that supports good information flow.
4.3 Purposeful External Communication
The leader represents the organization in a positive and professional manner. They make sure that messages are in line with the organization’s brand and communication strategy. They communicate clearly with partners, media, and the wider public, using different channels such as social media, events, or written messages. The leader helps build a strong public image by sharing the organization’s goals, achievements, and values in a way that is honest and easy to understand.
5.1 Builds and Maintains Partnerships
The leader identifies potential partners and takes the initiative to start meaningful cooperations. They build trust and make sure that agreements are understood and respected by all sides. The leader follows through on promises, stays reliable as a partner, and keeps the organization’s partnerships strong over time. They look for ways to create value for both their own organization and their partners.
5.2 Active Participation in Sectoral Networks
The leader stays connected to what is happening in the organizations’ field of work by joining related networks, events, and discussions. They share knowledge, good practices, and useful resources with others. The leader learns from other organizations, builds new contacts, and keeps up to date with important developments in the sector. Their active participation strengthens the organization’s visibility and useful connections.
5.3 Advocates for Their Organization
The leader speaks up for the organization’s needs, goals, and values in conversations with partners, decision-makers, or the public. They share clear and well-prepared messages that help others understand the organization’s position. The leader uses communication and advocacy tools to influence decisions that affect the organization. Their actions help build support and recognition for the organization’s work.
6.1 Identifies and Develops Future Leaders
The leader notices team members who show interest or potential for leadership. They pay attention to people’s strengths, motivation, and areas where they can grow. The leader offers guidance, learning opportunities, and responsibilities that help future leaders develop their skills step by step. They create a supportive environment where potential leaders feel encouraged to try, learn, and improve.
6.2 Ensures Continuity and Knowledge Transfer
The leader makes sure important knowledge, skills, and experiences are passed on to others. They organize important information in a clear and accessible way, share materials, and explain key processes so that successors can understand and continue the work in a smoother manner. The leader involves future leaders in tasks early, allowing them to learn by doing. This helps the organization stay stable during transitions and prepared for changes in roles or responsibilities.
6.3 Mentors New Leaders
The leader supports new leaders by offering guidance, honest feedback, and practical advice. They create space for new leaders to make decisions and develop their own style while still being available when questions or challenges arise. The leader listens, encourages, and helps build confidence during the first periods of their successors work.
7.1 Prepares and Monitors Budgets
The leader creates realistic budgets that match the organization’s plans and available resources. They keep track of expenses, compare them with the budget, and make changes when needed. The leader makes financial decisions with care and ensures that money is used responsibly. They also provide clear budget updates so the team understands how resources are being managed.
7.2 Writes and Manages Projects
The leader prepares project applications to secure funding for the organization’s activities. They plan project goals, timelines, and tasks clearly and follow the plan throughout implementation. The leader monitors progress, makes adjustments when needed, and ensures all activities meet the requirements of the funder. They know how to submit project reports that show how the project goals were met.
7.3 Secures Sponsorships
The leader builds and maintains good relationships with sponsors. They prepare sponsorship deals that show the value of supporting the organization and communicate the value proposition clearly. The leader negotiates agreements, keeps sponsors informed, and represents the organization in a positive and professional way. Their actions help build long-term partnerships that support the organization’s work.
7.4 Manages Documentation and Reporting
The leader keeps financial documents organized and ensures that all required reports are completed correctly and on time. They follow relevant rules and guidelines and make sure information is easy to understand for others. The leader supports transparency by keeping records clear, accessible, and accurate.A young leader demonstrates adaptability to different situations and responds constructively to change. They remain open to new ideas, explore alternative approaches, and view mistakes as opportunities for learning. When unexpected situations occur, they adjust plans calmly and make decisions based on the best available information at that moment. Because of this approach, they act effectively in situations that require quick thinking or adjustment.
8.1 Identifies and Analyzes Problems
The leader pays attention to challenges and bottlenecks within the organization. They gather and listen to feedback, observe how the organization’s systems work, and use simple analytical methods to understand what causes the problems. The leader asks clear questions, gathers information from different sources, and tries to understand the full picture before suggesting solutions.
8.2 Evaluates and Sets Development Goals
The leader reviews different ideas and options for improving the organization’s work. They consider what the organization needs most, what resources are available, and which solutions would have the biggest positive impact. The leader chooses development activities that are realistic and meaningful, and they create clear plans for how to carry them out. They also look back after implementation to see what worked well and what could be improved further.
8.3 Communicates and Leads Change
The leader shares a clear and understandable vision for the changes the organization needs. They explain why the change is important, what will happen, and how it will affect members. The leader communicates in a calm and supportive way, listens to concerns, and helps reduce confusion or uncertainty. They guide the transition step by step and make sure people have the information and support they need to adapt.
The LATEST Leadership Toolbox is a collection of structured practical tools designed to help leaders apply the competency model in their day-to-day work. Each worksheet guides the user through a concrete leadership challenge step by step, supporting the development of skills across all eight competency areas. The tools are suitable for individual use by leaders seeking to reflect on and strengthen their practice, as well as for trainers and facilitators looking for ready-made activities for leadership workshops and development programmes.
The ability to learn from experience is one of the most valuable qualities a leader can develop. This tool provides a structured framework for reflecting on a real leadership situation, guiding the user through an analysis of what happened, what strengths were demonstrated, and what could be approached differently in the future.
It is suited for independent practice and as a structured closing activity in training or mentoring contexts.
Well-structured meetings are essential for effective team leadership and organisational functioning. This tool guides the leader through six key elements of meeting preparation: purpose, time management, agenda, process, decision-making, and the overall atmosphere of the meeting. Using this tool before each meeting supports focused discussions, clear outcomes, and a more productive use of everyone's time.
Sustainable organisations plan for leadership transitions in advance, ensuring continuity and stability regardless of personnel changes. This tool supports the outgoing leader in mapping all essential knowledge, processes, and resources that must be transferred to an incoming leader, covering areas such as organisational history, daily activities, finances, legal matters, and access rights.
A clear understanding of the organisation's financial situation is fundamental to responsible and strategic leadership. This tool supports the leader in mapping current income sources and expenses, assessing the stability and potential of each funding stream, and identifying opportunities to diversify and strengthen the organisation's financial base.
A clear and consistent organisational identity is essential for effective communication and long-term visibility. This tool guides the leader through the key elements of organisational branding, including defining the value proposition, identifying primary target groups, formulating a core message, establishing a communication tone, and selecting appropriate channels. The tool is useful for a collaborative workshop activity focused on organisational communication.
Organisational growth requires a clear understanding of existing challenges before meaningful solutions can be identified. This tool supports the leader in analysing a specific organisational problem, mapping its root causes, and developing a structured plan for improvement with defined goals, activities, and responsibilities.
The tool is well suited for use in team settings as well as in workshops focused on strategic planning and organisational development.
The competency model development was lead by OLE ROHKEM. (Students’ Foundation). The Students’ foundation is an independent, non-profit and youth led organization focused on developing student organizations.
The model came to life with the help of the Latvian National Youth Council (Latvijas Jaunatnes Padome), who brought a wider transnational youth perspective to the model.
The project is supported by Erasmus+ and the European Solidarity Corps Agency through the Erasmus+ programme.
Funded by the European Union. The views and opinions expressed are those of the author(s) only and do not necessarily reflect the views and opinions of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.
