Boyatzis

Generic, open-ended capacities (threshold competency) 'generic knowledge, motive, trait, self-image, social role, or skill which is essential to performing a job, but is not causally related to superior job performance', like being able to drive a car or win the respect of colleagues/customers.

1. Use of unilateral power
   Using forms of influence to obtain compliance.
2. Accurate self- assessment:
   Having a realistic or grounded view of oneself, seeing personal strengths and weaknesses and knowing one's limitations.
3. Positive regard
   Having a basic belief in others; that people are good; being optimistic and causing others to feel valued.
4. Spontaneity
   Being able to express oneself freely or easily, sometimes making quick or snap decisions.
5. Logical thought
   Placing events in causal sequence; being orderly and systematic.
6. Specialised knowledge
   Having usable facts, theories, frameworks or models.
7. Developing others
   Helping others to do their jobs, adopting the role of coach and using feedback skills in facilitating self-development of others.

He also classifies (five clusters) of performance related management competencies. The first three relate to XYZ and the final two relate to maturity and taking a balanced view of events and people.

Five clusters for management competence

1. Goal and action

   a requirement to make things happen towards a goal or consistent with a plan.

    

   • Concern with impact: Being concerned with symbols of power to have impact on others, concerned about status and reputation.
   • Diagnostic use of concepts: Identifying and recognising patterns from an assortment of information, by bringing a concept to the situation and attempting to interpret events through that concept.
   • Efficiency orientation: Being concerned to do something better.
   • Proactvity: Being a disposition towards taking action to achieve something.

    

2. Leadership

   activating people by communicating goals, plans and rationale and stimulating interest and involvement.

• Conceptualisation: Developing a concept that describes a pattern or structure perceived in a set of facts: the concept emerges from the information.
• Self-confidence: Having decisiveness or presence; knowing what you are doing and feeling you are doing it well.
• Use of oral presentations: Making effective verbal presentations in situations ranging from one-to-one to several hundred people (plus threshold competency of logical thought).
  

1. Human resource management

   Managing the co-ordination of groups of people working together towards the organisation s goals.

    

   • Use of socialised power: Using forms of influence to build alliances, networks, coalitions and teams.
   • Managing group process: Stimulating others to work effectively in group settings (plus threshold competencies of accurate self-assessment and positive regard).

 

2. The focus on other clusters:

   Perceptual objectivity: Being able to be relatively objective, avoiding bias or prejudice.

    

• Self control Being able to inhibit personal needs or desires in service of organisational needs.
• Stamina and adaptability: Being able to sustain long hours of work and have the flexibility and orientation to adapt to changes in life and the organisational environment.

3. Directing subordinates

Providing subordinates with information on performance, interpreting what the information means to the subordinates, and placing positive or negative values on the interpretation.

• Threshold competencies of developing others, spontaneity and use of unilateral power.