Technical, behavioral and attitudinal competences of leaders/managers

practical applications based on literature exploratory study

Authors

  • Giovanna Peixoto Ribeiro Cantarino Fluminense Federal University (UFF), Niterói, Rio de Janeiro, Brazil
  • Fernando Oliveira de Araujo Fluminense Federal University (UFF), Niterói, Rio de Janeiro, Brazil. https://orcid.org/0000-0003-3716-0844

DOI:

https://doi.org/10.14488/BJOPM.2022.1558

Keywords:

Leader, Managers, Exploratory research, Leadership development, 70 20 10, Model

Abstract

Goal: The objective of the present work is to investigate what is found in the national and international databases about the managers/leaders characteristics, besides the identification of how those professionals have reached their positions/roles within their organizations.

Design / Methodology / Approach: The method used in this research consisted of exploratory research in scientific bases in order to reach an effective literature review, covering the available works on the topic.

Results: As main results obtained, there is the fact that professionals are not effectively developed especially in terms of behavioral skills, as well as the use of the 70 20 10 methods as the most appropriate for adult training, responsible for the three pillars that integrates learning: Work-based learning, interpersonal relationship learning and formal development learning.

Limitations of the investigation: The work is restricted to bibliographic research.

Practical implications: The main conclusion is that individual's different personal and professional experiences as well as the influence of the environment, contribute to their training and should be considered in development methodologies, such as the example of the 70 20 10 model.

Originality/Value: The work presents the 70 20 10 model to confirm that learning, especially for adults, needs means that go beyond the traditional ones for an effective development of professionals in organizations.

 

Downloads

Download data is not yet available.

References

Albuquerque, AP.; Melo, F. J. C.; Xavier, L. A. (2022), “Analyzing the profile of the manager from the perspective of the employees: a case study”,

Brazilian Journal of Operations & Production Management, vol. 19, No. 1, pp. 1-16.

Alves, M. M.; André, C. F. (2018), “Modelo 70 20 10 e o microlearning: alternativas para problemas modernos na educação corporativa”,

Teccogs: Revista Digital de Tecnologias Cognitivas, No. 16, pp. 39–53.

Antonacopoulou, E. P. (2018), “Organisational learning for and with VUCA: learning leadership revisited”, Teoria e Prática em Administração, vol. 8, No. 2, pp. 10–32.

Bharwani, A. et al. (2017), “A stakeholder-based approach to leadership development training: the case of medical education in Canada”, International Journal of Training and Development, vol. 21, No. 3, pp. 211–223.

Bianchi, E. M. P. G. et al. (2017), “Atuação do líder na gestão estratégica de pessoas: reflexões, lacunas e oportunidades”, Revista de Administração Contemporânea, vol. 21, No. 1, pp. 41–61.

Cacioppe, R. (1998), “Leaders developing leaders: an effective way to enhance leadership development programs”, Leadership & Organization Development Journal, vol. 19, No. 4, pp. 194–198.

Conger, J. A. (1993), “The brave new world of leadership training”, Organizational Dynamics, vol. 21, No. 3, pp. 46–58.

Day, D. V. (2000), “Leadership development: a review in context”, Leadership & Organization Development Journal, vol. 11, No. 4, pp. 581–631.

Dixon, N. M. (1993), “Developing managers for the learning organization”, Human Resource Management Review, vol. 3, No. 3, pp. 243–254.

Ferreira, S. A.; Neto, J. V.; Batista, H. M. C. S. (2019), “Critical success factors on project and process management in competitive strategy implementation”, Brazilian Journal of Operations & Production Management, vol. 16, No. 4, pp. 605–616.

Feser, C. et al. (2017), “What’s missing in leadership development?”, Disponível em: https://www.mckinsey.com/featured-insights/leadership/whats-missing-in-leadership-development.

Gino, F. (2018), “The business case for curiosity”, Disponível em: https://hbr.org/2018/09/the-business-case-for- curiosity.

Higgins, J. P. et al. (2019), “Cochrane Handbook for Systematic Reviews of Interventions, Wiley-Blackwell, Hoboken, NJ”.

Hopkins, K.; Meyer, M. (2019), “Evaluating behavioral and organizational outcomes of leadership development in human service organizations”, Human Service Organizations Management, Leadership and Governance, vol. 43, No. 4, pp. 290–298.

Lanka, E. et al. (2020), “Becoming a leader: catalysts and barriers to leader identity construction”, European Journal of Work and Organizational Psychology, vol. 29, No. 3, pp. 377–390.

Mahbobkhah, F. (2019), “The effect of managers’ power on employees’ entrepreneurship: an empirical study in the public offices of Iran”. Brazilian Journal of Operations & Production Management, vol. 16, No. 4, pp. 617–626.

Mariotti, H.; Zauhy, C. (2020), “A aprendizagem informal e o conceito 70: 20: 10”, Available at: https://pt.linkedin.com/pulse/aprendizagem informal-e-o-conceito-70-20-10-cristina-zauhy.

Maurer, T. J. et al. (2017), “A model of leadership motivations, error management culture, leadership capacity, and career success”, Journal of Occupational and Organizational Psychology, vol. 90, No. 4, pp. 481–507.

Street, I. O. B.; Orlando, C. (2006), Leadership development practices of top-performing organizations, Ninth House, INC.

Rowe, G. W. (2002) “Liderança estratégica e criação de valor”, Revista de Administração de Empresas, vol. 42, No. 1, pp. 7–19.

Schoemaker, P. J. H. et al. (2018) “Innovation, dynamic capabilities, and leadership”, California Management Review, vol. 61, No.1, pp. 15–42.

Swensen, S. et al. (2016), “Leadership by design: intentional organization development of physician leaders”, Journal of Management Development, vol. 35, No. 4, pp. 549–570.

Vandergoot, S. et al. (2020), “Individual and organizational factors that influence transfer generalization and maintenance of managerial-leadership programs”, Performance Improvement Quarterly, vol. 33, No. 2, pp. 207-246.

Downloads

Published

2022-07-11

How to Cite

Cantarino, G. P. R., & Araujo, F. O. de. (2022). Technical, behavioral and attitudinal competences of leaders/managers: practical applications based on literature exploratory study. Brazilian Journal of Operations & Production Management, 19(4), 1–8. https://doi.org/10.14488/BJOPM.2022.1558

Issue

Section

Literature review