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E. Chong
Managerial competency assessment: a cross‐cultural study of American and East Asian managers
R. Boyatzis (2008)
Competencies in the 21st centuryJournal of Management Development, 27
M. Boutet, J. Milsom, C. Mercer
Revising management competencies: ensuring cross‐cultural validity
L.M. Spencer, G. Ryan, U. Bernhard
Cross‐cultural competencies in a major multinational industrial firm
Lyle Spencer, Signe Spencer (1993)
Competence at Work: Models for Superior Performance
R. Boyatzis (2006)
Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders.Psicothema, 18 Suppl
G. Ryan, R. Emmerling, Lyle Spencer (2009)
Distinguishing high‐performing European executivesJournal of Management Development, 28
Lyle Spencer (2001)
THE ECONOMIC VALUE OF EMOTIONAL INTELLIGENCE COMPETENCIES AND EIC-BASED HR PROGRAMS
Robert Davis, D. Mcclelland (1962)
The Achieving SocietyTechnology and Culture, 3
R.E. Boyatzis
Transforming Qualitative Information
G. Ryan, R.J. Emmerling, L.M. Spencer
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D. Mcclelland (1998)
Identifying Competencies with Behavioral-Event InterviewsPsychological Science, 9
Eric Chong (2008)
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Alija Kulenović, V. Buško (2006)
Standards for educational and psychological testing
D. Mcclelland (1973)
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L.M. Spencer
Calculating Human Resource Costs and Benefits
R.E. Boyatzis
The Competent Manager: A Model of Effective Performance
Purpose – The purpose of this paper is to report data empirically linking competencies of individual leaders to business profitability and demonstrate that competencies are cross‐culturally valid. Design/methodology/approach – Participants in the initial competency study were 15 business unit managers identified as high performing. Data were collected using Critical Incident Interviews that were systematically coded using thematic analysis to identify the presence of competencies. Competencies identified were then adapted into a behaviourally‐based questionnaire used in a follow‐up validation study. Participants in the validation study ( n =70) were managers from North America and two European countries who were participants in a management development program. Boss ratings of competencies were then correlated with business unit profitability. Findings – A set of competencies was identified as predictive of unit profit growth in managers in both North America and the European Union. Subsequent regression analysis showed that 17 per cent of the variance in business unit profitability could be accounted for by four competencies, specifically team leadership, developing others, achievement orientation, and impact and influence. Cross‐cultural validity was demonstrated to the degree that similar competencies predicted performance in both North America and the European Union as evidenced by the correlation between boss rating of subordinate competencies and profit growth. Research limitations/implications – The initial study using Critical Incident Interviews was conducted with a small sample size and did not employ a comparison group of average performers. Practical implications – Initial competency research using empirical methods should be used to help focus competency models used for selection, feedback, training, and performance management. Originality/value – The study is one of the few published studies that link competencies to business unit profitability. The paper demonstrates that competencies have a degree of cross‐cultural validity.
Cross Cultural Management – Emerald Publishing
Published: Feb 3, 2012
Keywords: North America; Europe; Competences; Profit; Surveys; Emotional intelligence; Social intelligence; Critical incident interviewing; Competency modeling; Validity study; Cross‐cultural validity; European leaders
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