...Samantha Crans; Maike Gerken; Simon Beausaert; Mien Segers Purpose This study examines whether learning climate relates to employability competences through social informal learning (i.e. feedback, help and information seeking). Design/methodology/approach Multiple regression analyses...

... of autonomy, competence and relatedness. Design/methodology/approach The paper is based on cross sectional data from 661 employees who completed validated questionnaires such as the the multifactor leadership questionnaire (MLQ) and the basic need satisfaction at work (BNSW). The data were analysed using...

...Tineke Cappellen; Maddy Janssens Purpose This study aims to empirically examine the career competencies of global managers having world‐wide coordination responsibility: knowing‐why, knowing‐how and knowing‐whom career competencies. Design/methodology/approach Based on in‐depth interviews...

... To this purpose an empirical research was conducted, interviewing 68 MBA graduates from a Greek business school, to assess whether and to what extent, MBA training can influence managerial competencies, employability and career development. More specifically, the paper tests the hypotheses that gaining an MBA...

...Vesa Suutari The globalization of business has challenged companies to rethink their strategies, structures, and necessary competencies of managers. The existing studies indicate that typically companies do not have enough leaders within global competencies and that competition for such resources...

...Stephen L. Guinn Recommends a succession planning process based on key competences, not job titles, to provide greater flexibility and a more strategic and future focus. Discusses the use of a competency model and evaluation methods to identify and develop individuals with the desired skills...

...James T. Scarnati Discusses an aspect of leadership that is beyond technical competence and practiced by highly successful people. Mental toughness is defined as “between the ears” toughness. Provides the reader with methods to deal with stressful situations and despotic bosses. The author...

...Daniël Vloeberghs; T. Robert de Rijke; Albertine J. Strokappe Focuses on competence assessment, and its development in the context of self‐management. Detailed case histories are included. Concludes that competence assessment will be an approach adopted by an increasing number of companies...

...Andrew May Business strategies are reformulated constantly as organisations respond to competitors’ actions and changes in business technology. Changed strategies require supporting management structures, the design of which is facilitated by knowing the management competencies existing within...

...Andrew Sheridan May Discusses the need for effective business process outsourcing, and starts by identifying core and non‐core activities. Common tasks of outsourcing are identified and each task is examined, in turn, to identify the management competences required. Presents a framework...

... of organizational change through individuals (Butcher et al., 1997). © MCB UP Limited 1998 Abilities Careers Competences Organizational change Personal development plans If careers have become problematic in contemporary organizational forms it surely is above all because...

...Andrew Sheridan May Multinational organizations’ value chains spread around the world and this demands a new competence ‐ global leadership. Describes how Mobil Oil has funded the International Management Development Consortium to design a programme for top management to acquire such skills...

...Stephen L. Guinn Examines the steps necessary to change an organization to make it more efficient and competitive including changing the corporate culture by identifying company values and overcoming barriers to change. Competence modelling clarifies the leadership expectations of the organization...

... and know‐whom are derived from a branch of strategic enquiry concerned with the competence based view of the firm, rather than existing career or human resource management literature (Defillippi and Arthur, 1994). They argue, however, that the model is equally appropriate for those with “boundaryless...

...Kathleen A. Guinn Presents barriers and benefits to top executive assessment. Discusses a range of techniques for top executive assessment and feedback. Explores pros and cons of psychological testing, individual competence assessment conducted by an external consultant and multi‐source assessment...

...Shirley Parker‐Gore Presents a case study of work done in Mercury One 2 One on defining and using management competences. The reasons for taking this approach are explained, as is the way that the competences were defined to reflect and support company goals. Provides details on how the initiative...

.... Analyses the development needs of managers facing change in a local authority. Draws some conclusions about competence versus change process frameworks as models for sourcing development requirements. © MCB UP Limited 1996 As a diagnostic event the exercise proved to be a valuable development...

...Donald MacLean; Robert Paton; Elaine de Vries Describes the use of outdoor management development exercises in relation to the issue of personal competences. Presents findings of a pilot study by the University of Glasgow Business School, which is researching the relationship between traditional...

.... Responsible for this are rising educational level of the workforce, onset of lean,knowledge‐driven companies which are competence‐based, and doubts about the effectiveness of the classical manager. Studies the concept of a“career”, and current changes in career motivations and opportunities of managers...