Originally published as Journal of Management Development, Volume 27 Issue 1
Guest Edited by: Richard E. Boyatzis
This special issue of the Journal of Management Development is devoted to updating our understanding of competencies, how they drive performance and how they are developed.
In it, we offer four articles showing the relationship between demonstrated emotional, social, and cognitive intelligence competencies and performance in various occupations, from bank executives to public school principals to R&D managers to military pilots.
Contents:
Competencies in the 21st century
Richard E. Boyatzis (pp. 5-12)
The purpose of this paper is to show that development of competencies needed to be effective managers and leaders requires programme design and teaching methods focused on learning. This is the introductory essay to this special issue.
Social and emotional competencies predicting success for male and female executives
Margaret M. Hopkins, Diana Bilimoria (pp. 13-35)
The purpose of this paper is to explore three research questions. Are there gender differences in the demonstration of emotional and social intelligence competencies? What is the relationship between emotional and social intelligence competencies and success, and does gender moderate that relationship?
Characteristics that distinguish outstanding urban principals: Emotional intelligence, social intelligence and environmental adaptation
Helen W. Williams (pp. 36-54)
The purpose of this paper is to focus on two research questions. First, what are the emotional and social intelligence competencies that distinguish outstanding from typical urban principals? Second, how do outstanding and typical urban principals conceptualize and adapt differently to their external organizational environment?
Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on team performance
Elizabeth Stubbs Koman, Steven B. Wolff (pp. 55-75)
The purpose of this research is to examine the relationships among team leader emotional intelligence competencies, team level emotional intelligence, and team performance.
Identifying competencies that predict effectiveness of R&D managers
Christine R. Dreyfus (pp. 76-91)
The purpose of this research is to determine the competencies that predict highly effective performance in R&D managers and to explore where, along their career and life, managers develop these competencies.
A 20-year view of trying to develop emotional, social and cognitive intelligence competencies in graduate management education
Richard E. Boyatzis, Argun Saatcioglu (pp. 92-108)
Development of competencies needed to be effective managers and leaders requires programme design and teaching methods focused on learning. The paper presents an update and a view of 20 years of attempting to develop these competencies.
The impact of learning goals on emotional, social, and cognitive intelligence competency development
David C. Leonard (pp. 109-128)
The purpose of this research is to empirically examine the efficacy of setting multiple goals targeting complex competencies with a variety of time horizons pursued across a number of years. Most research conducted in the areas of goal setting examines an individual's ability to achieve a single goal targeting a simple skill or behavioural change within a short time period.
The impact of social environments on emotional, social, and cognitive competency development
Jane V. Wheeler (pp. 129-145)
The purpose of this research is to examine the interactions between individuals and the social environment as individuals engage in self-directed learning, a predecessor to intentional change theory. The individuals are graduates of a part-time MBA programme and the social environment is the life sphere framework introduced with this study.
The beat and rhythm of competency development over two years
Kenneth S. Rhee (pp. 146-160)
The purpose of this paper is to show that research supports competencies can be developed in adults; however, even in these “model programmes” for developing emotional intelligence and social intelligence competencies, little is known about what goes on inside the “black box” of change. How does the change occur?
About the Journal of Management Development
The Journal of Management Development draws together the thinking and research relating to the role played by managers in their immediate environment, and the ways in which they can widen their responsibilities to take on larger roles. Many companies now appreciate that investment in management development helps to reduce costs, increase sales and improve productivity – so it's well worth investigating.
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