Storytelling and “real” management competence

Abstract

Countless organisations have developed “lists” of management competencies based on behavioural criteria. The objective of this competency development is to build a more competent managerial group in the context of a rapidly changing environment. This paper argues that most sets of “management competencies” are developed without recognition of their inherent contradictions and without due regard to their contextuality. Through the use of storytelling as a methodology, two case histories are outlined to show how competence is subject to, firstly, subjective interpretation and preference and, secondly, to the specific context in which behaviour takes place. The implications for management and organisational development are then discussed.

Citation

McKenna, S. (1999), "Storytelling and “real” management competence", Journal of Workplace Learning, Vol. 11 No. 3, pp. 95-104. https://doi.org/10.1108/13665629910264262