Iranian Journal of Economic Studies, 8(2) 2019, 463-493 Iranian Journal of Economic Studies Journal homepage: ijes.shirazu.ac.ir Designing a Competency Model based on the New Leadership Literacies in Today’s Economic Climate: A Qualitative Content Analysis Mehdi Mohammadi  , Zahra Nouraie Salek, Ghasem Salimi, Ja'far Jahani, Faculty of Education & Psychology, Shiraz University, Shiraz, Iran. Article History Abstract Received date: 24 June 2019 Revised date: 12 February 2020 Accepted date: 27 February 2020 Available online: 24 June 2020 The current skills of leaders will not be enough to succeed in the future. Future leaders should be equipped with new literacies. This study aimed to generate a new pattern for the new leadership literacies for senior managers in today‘s economic climate . T his research used qualitative content analysis to analyze the data (Hames, 2007 ; Johansen, 2017 ). The unit of analysis was a theme. The study findings included 184 basic themes related to leadership literacies, of which the top ten themes were as follows: 1. Networked intelligence: Adaptation through learning; 2. Futuring: Coping better with complexity; 3. Strategic navigation: Helping to assure the long-term viability of the whole system; 4. Deep design: Continuous consciousness; 5. Brand resonance: Using viral forms of communication; 6. Looking backward from the future: Clarity; 7. Voluntary fear engagement: Turning fear into something positive; 8. Leadership for shape-shifting organizations: Dynamic leadership; 9. Being there when you are not there‘: Skillfully choosing the best media for communication, and 10. Creating and sustaining positive energy: Balancing personal energy. In the new era, managers should be equipped with new literacies to be able to develop their organizations, help their staff, respond effectively to the changes in their environment, and gain competitive advantage. JEL Classification: M50 M53 M59 Keywords: Literacy Literacy of Illiteracy Leadership A Competency Model Economy 1. Introduction As competition intensifies at work, identifying factors which can lead to organizational success becomes necessary. Human resources are the key to the success of any organization. In this regard, Alshuwairekh (2016) and Ejere (2013) stated that human factors were important in achieving organizational goals and objectives. According to Dull (2010) , a leader is at the top of the list of human factors. Managers, as the main human resources and decision-makers in dealing with organizational problems, play a pivotal role in the success or failure of their respective organizations ( Rappe and Zwick, 2007). In a turbulent economic situation, leadership and performance management play an important role in creating competitive advantages by using pressure indicators to  mmohammadi48@shirazu.ac.ir DOI: 10.22099/ijes.2020.34030.1584 © 2019, Shiraz University, All right reserved