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GAINMORE Advantedge Potential to Performance Success System – 2011 – December

Monthly Archives: December 2011

Is leadership competence or competency?

Competence and competency
The concept of competence remains one of the most diffuse terms in the organisational and occupational literature (Nordhaug and Gronhaug, 1994). Exactly what does an author mean when using any of the terms of competence?

Individual Competence
The concept of individual competence is widely used in human resource management (Boyatzis, 1982, Schroder, 1989, Burgoyne, 1993). This refers to a set of skills that an individual must possess in order to be capable of satisfactorily performing a specified job. Although the concept is well developed, there is continuing debate about its precise meaning.

Others take a job-based competence view that according to Robotham and Jubb (1996) can be applied to any type of business where the competence-based system is based on identifying a list of key activities (McAuley, 1994) and behaviours identified through observing managers in the course of doing their job.

A useful view is to look at competence to mean a skill and the standard of performance, whilst competency refers to behaviour by which it is achieved (Rowe, 1995). That is, competence describes what people do and competency describes how people do it.

Rowe (1995, p16) further distinguishes the attributes an individual exhibits as “morally based” behaviours – these are important drivers of behaviours but especially difficult to measure – and “intellectually based” behaviours as capabilities or competencies. Capabilities are distinguished as these refer to development behaviours – i.e. are graded to note development areas to improve behaviours in how people undertake particular tasks.

Young (2002) develops on a similar theme and builds on Sarawano’s (1993) model, linking competency and competence to performance and identifies competency as a personal characteristic (motives, traits, image/role and knowledge) and how the individual behaves (skill). Competence is what a manager is […]

SMARTening up Your Goals

SMARTening up your goals – Gain your Goal Setting Advantage For far too long, consultants, trainers, gurus and leaders have been misleading us about goal setting. We keep hearing the same myth that people with written goals achieve greater success in life. I fell afoul of this story myself – after all, it came from the pages of a famous author and I’ve seen it repeated again and again – most recently in an article published by the Professional Golfers Association. The trouble is that this story becomes linked with the concept of setting SMART goals, for which there is some evidence, but written goals? So, I felt that it was time to set the record a little straighter and based on just a little bit of real research… Goal-setting is one of those things that people, it seems, are near unanimous on its importance to life, career, success, achievement. And there are a great many speakers who advocate goal-setting. The latest ‘fad’ in this is The Secret – Rhonda Byrne’s now famous TV/Film Documentary which, in a nutshell, purports that people who envision what they want will attract its actualization into their life. Now, I’m not going to detract from this appealing idea because there is something in it – but it isn’t new by any means, it’s been written in the Bible for several hundred years. There are others including Zig Ziglar and Anthony Robbins – both of whom quote an oft-used story about the effectiveness of goal-setting: This is the Yale Study of 1953 – some say it is Harvard, and some challenge the year – it matters not, since the study is an urban myth. Let me remind you of […]