How we change what others think, feel, believe and do
Boyatzis' management competencies
This is a set of competencies identified by Boyatzis (1982). through critical incident research.
Focusing on objectives, tasks and achievements. Setting challenging goals and supporting appropriate planning. Facilitating overcoming of obstacles. Encouraging people to act in this way.
Concern with impact
Demonstrating a significant interest in power and its symbols. Use of power-oriented behavior such as using various methods of influence, seeking positions of power, etc.
Showing a strong belief in individual self-control and self-driven action. Acting without waiting for full agreement or authorization. Taking responsibility for actions. Acting to dissuade defensive and risk-averse behavior.
Showing belief in self, values and ideas. Able to talk decisively and take confident and decisive action. Communicating this self-confidence to others and hence instilling confidence in them.
Oral presentation skill
Able to speak well, using effective language, modes of speech and body language. Uses effective symbolism and metaphor in words and actions. Appropriate use of visual aids.
Uses inductive reasoning to identify patterns and relationships. Able to create models and symbols to communicate these concepts. Uses synthetic and creative thinking to develop further ideas and solutions.
Diagnostic use of concepts
Able to use deductive reasoning to convert models and ideas into specific instances and possibilities. Concepts are turned into practical and useful tools.
Use of socialized power
Developing networks and hierarchies of people and mobilizing them to to achieve specific ends. Acts as a person in the middle to resolve conflicts and bring people together.
Managing group processes
Building the identity of groups and people in them. Building common goals and objectives. Developing group roles. Creating ways of working together and facilitating teamwork.
Boyatzis, R.E. (1982). The Competent Manager, NY: Wiley