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The purpose of this paper is to analyse three dimensions of leadership behaviour in professional environments by disclosing the specific competency profile developed by those who actually lead in work organizations.

Using data from a graduate survey oriented to provide evidence on the transition from higher education to labour market, a structural equations model (SEM) is specified and estimated to explain leadership behaviour at work in terms of the competency profile developed by individuals and its determinants. The competency profile behind leadership behaviour is the combination of two elements: the competency accumulated through professional experience and the competency profile of individuals five years before, which was partially a result of higher education. The relationships are tested on two subsamples of graduates from engineering and business/economics fields, and on a sample of graduates from all study fields.

Estimates show evidence of significant direct and indirect effects of a specific competency profile on three connected dimensions of leadership behaviour at work: tasks, relations and change. The results show direct effects of competency profiles at the time of graduation on competency profiles five years later, and of specific higher education ways of teaching and learning on competency profiles at the time of graduation. The effects are also significant by field of study with slight differences on estimates size and on the composition of effects.

The analysis brings together leadership behaviour, competency development and education production literatures to help scholars and managers to better understand the relationships between the process of competency development and individual leadership behaviour in working environments.

The purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS.

The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis.

The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM.

The paper limits the performance measurement concept using leadership competencies.

The developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture.

This is a unique attempt to test the relationship between competency-based performance management and OE.

Assigning business process activities to agents (human or automated) for their performance or supervision is a critical issue in business process management. Role‐based approaches are commonly used to specify work assignment policies, with roles defined as collections of capabilities and privileges required to perform job functions. The purpose of this paper is to address the activity assignment problem through a competency‐based approach. In this context, an ontology‐based competency model is developed to assist in identifying the competencies that exist in an organization and the competencies required, by workflow activities and in performing a competency gap analysis as a prerequisite for domain‐specific user development through competency‐based training.

An approach for developing a business process activity assignment policy based on an ontology‐based competency model is presented. This model is also used to define domain‐specific training courses that enable users meet the competency requirements of process activities. In broad terms, the approach consists of the following steps: identification of the competencies required in order to perform the various activities involved in each business process and definition of roles based on these competencies; identification of the competencies acquired in the organization and assignment of users to roles; performance of competency gap analysis to identify the missing user competencies for role playing and identification of user development needs; and development of competency‐based training scenarios intended to fill the user competency gaps.

An experimental implementation of the ontology‐based competency model proposed in the banking domain provided a fine‐grained role structure that was based on the competencies required by business process activities, and a user‐to‐role assignment that closely matched the competencies required for role playing, and brought forward missing user competencies that pointed to required user training needs.

The proposed ontology‐based competency model fulfils the need for a sustained work assignment approach based on user roles. To this end, roles and users are defined as collections of required and acquired competencies, respectively. A novel approach based on ontology‐based competency ontologies was also developed to fill required but missing user competencies.

Although the majority of Ethiopians continue the on-farm and off-farm work, the country still struggles to secure food for its citizens and farmer welfare is very low. To increase farmers' welfare, improving farmers' entrepreneurial competency is believed to be the solution. However, entrepreneurial competencies are diversified, and investigating the most important dimensions specific to the agricultural sector is important. As a result, the objective of this research is to look into important entrepreneurial competencies that could help farmers.

To achieve the objective, survey data, collected from 178 households in North Shoa, Amhara National Regional State, Ethiopia is analyzed through structural equation modeling (SEM).

The study revealed that of the six entrepreneurs' competencies considered, only two of them (Strategic competency and relationship competency) have a significant association with the welfare of farmers. Moreover, the study revealed that the moderating effect of agricultural extension (taking model and non-model farmers as a group) on the relationship between entrepreneurial competency and farmers' welfare is not significant.

This study focuses only on six entrepreneurial competencies from which two of them are found significant factors in farmers' welfare. Thus, future research could broaden the scope in terms of looking into additional variables.

The study investigated the moderating effect of the farmers' category as a model and non-model on the relationship between entrepreneurial competency and farmers' welfare, which is the first to discuss the moderation effect.

The concept “emotional intelligence” (EI) resonates in the business world and many authors have called for more research that clearly conceptualizes it. Within the controversy of defining EI, the behavioral approach, defining and measuring EI in terms of competencies, has not received much attention. The aim of the present chapter is threefold: (1) to propose a new structure of emotional and social competencies that is useful within organizational settings; (2) to discuss a comprehensive model of emotional competencies within organizational contexts that includes personality, emotional and social competencies, and performance; and finally (3) to draw its implications for practitioners.

A study of community college students enrolled in a for-credit study abroad program in Costa Rica sought to identify the experiences that influence intercultural competency growth during study abroad trips and to learn how the experiences influence the development of global leadership competencies. The results led to a modified global leadership development expertise model for understanding the process of global leadership development in student populations. The study revealed a key link between antecedent characteristics of participants and their transformational ability during the study. The study also revealed that there are types of transformational experiences that, when experienced sequentially, can maximize transformational potential and the development of intercultural competencies.

The main goal of any organization is to achieve the best quality of work through employees, and managers play a very important role in this field. Managers and leaders of organizations often face with paradoxes that make decision-making difficult. The purpose of this paper is to develop a competency model for human resource managers considering the importance of the role of paradoxes for organizations.

The research methodology is of a mixed type and with an approach based on paradox theory and using theme analysis and fuzzy Delphi, it seeks to provide a model of paradoxical managers’ competence. The statistical sample included 11 experts working in the information and communication technology industry, who were selected using the snowball and judgmental sampling method.

The results of this research show that the competency model of human resource managers has three managerial, organizational and individual levels and has 15 themes including strategic partner, organizational knowledge, awareness of the industry environment, awareness of the external environment, paradoxical thinking, managerial knowledge, relationship management, resource management , leadership, human resources analyzer, information technology (IT) knowledge, personality traits, development, multitasking and cognitive competence. The most important theme identified is paradoxical thinking and familiarity with IT knowledge, and it is suggested that human resource managers working in this field should preferably study technical and engineering fields at the undergraduate level and shift to human resource management fields at the graduate level.

The distinguishing feature of this paper is the presentation of a competency model based on paradox theory. Paradoxes are part of organizational life. Therefore, there should be a paradoxical view in all organizational analysis.

The purpose of this paper is to create a practical system for assessing the need for developmental opportunities for management development while functioning on the job and to assist managers in selecting from those opportunities. This includes assessment strategies, discussion of developmental patterns, and potential gains in organizational commitment and managerial performance.

A model is proposed for connecting previously established management competencies to developmental opportunities in the manager's current task and group environments.

Self‐assessment instruments are presented for general management competencies and for task structure with notes on how managers, their supervisors and/or mentors might complete those ratings, in order to then use the proposed action model for learning/development.

The potential impact of managerial coaching processes or diversity in organizational cultural contexts on the use of this model are noted.

Improved managerial competencies and organizational performance may be obtained from following this model along with increased organizational commitment by the managers.

This paper presents a new model for self‐assessment of managerial development needs, discusses how those can be linked with on‐the‐job tasks within an existing job placement and organization. While the literature documents the value of developmental opportunities, no system exists for the assessment or selection of a developmental plan within an existing job title or organization. The proposed model fills a large conceptual gap in mapping a manager's personal career goals onto the organization's career paths or management development system objectives.

The study proposes competence models for the roles of process owners, process analysts and industrial engineers based on qualitative research.

The research methodology is a combination of a questionnaire survey and interviewing in Czech companies, which develop the process approach. The proposed competence models can be utilized during business process management (BPM) implementation while appointing process owners, analysts and industrial engineers and their further development.

This paper emphasizes the role of human factor and presents research results concerning most important BPM roles and their competencies.

There is lack of research (a research gap) in the field of BPM roles, what they do and what they should do.

A system of competence models is thus a tool for human resource management and should increase the success rate of BPM projects. Another possible utilization is in higher education in business administration.

Another possible utilization is in higher education in business administration.

It proposes competence models for the roles of process owners, process analysts and industrial engineers based on qualitative research.

The purpose of this paper is to empirically investigate the relationships between career competency, career resilience and career success. The study further examines the mediating role of career resilience on the relationship between career competency and career success.

Data were collected from 284 Islamic bank employees across Pakistan through a cross-sectional, self-reporting, online questionnaire. Partial least squares structural equation modeling was used to test the proposed hypotheses using Smart PLS version 3.0.

The study’s results indicate that career competency is a significant predictor of career resilience, and that career resilience is subsequently a significant predictor of career success. Further, the results of the structural equation model analyses supported the proposition that career resilience mediates the relationship between career competency and career success.

Human resource practitioners and managers can increase the likelihood of their employees’ career resilience by focusing on developing career-related competencies – an antecedent of career success.

The study clarifies prevailing misconceptions that assume a direct linear relationship between career competency and career success by establishing, through empirical evidence, that success is not an ultimate outcome of competence. In addition, it proposes an oversimplified model of the competence–resilience–success relationship.