The behaviours and competencies that drive leaders and their organisations’ performance
The fourth chapter examines the concept of competencies and seeks to reawaken awareness to the purity of the original foundational research (see Richard Boyatzis), namely that competencies are behavioural; they do not encapsulate other factors such as personality, skills, knowledge or values. Indisputably, it is behavioural competencies that differentiate an outstanding from an average performer.

Content of Chapter 4 covers:

  • What do we actually mean by competency?
  • A model of competencies
  • What do the competencies look like in real behavioural terms?
  • Types of competencies
  • The fit between competency and personality, skills and knowledge

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