Management

Appendix
The AMA Management Development
Competency Model
Knowing and Managing Yourself
Emotional Intelligence/Self-Awareness
Analyzing and recognizing one’s own strengths and weaknesses, attitudes,
and feelings; maintaining a clear, realistic understanding of one’s goals, capabilities, and limitations; seeking feedback about one’s effectiveness and
making changes in response to it; beingattuned to one’s inner feelings,
recognizing how these feelings affect one’s behavior and job performance,
and expressing one’s feelings and reactions appropriately.
Illustrative
Behaviors

Mid-Level
(Manager of
Managers)

Individual
Professional

First-Level
Manager

1. Proactively solicits both positive and
constructive feedback on his or her
performance.

X

X

X

X2. Adjusts his or her behavior in response
to feedback.

X

X

X

X

3. Recognizes feelings and concerns
heard in conversation to address
the other person’s expressed and
underlying needs.

X

X

X

X

4. Understands his or her personal
preferences for making decisions,
solving problems, and working with
others; recognizes when his or her
preferred style may not be themost
effective approach given the situation.

X

X

X

X

5. Asks questions that create an atmosphere
in which the other person feels comfortable discussing the situation and
sharing concerns.

X

X

X

X

6. Expresses his or her feelings and reactions in a calm, clear manner.

X

X

X

X

7. Communicates tactfully even when
others are unhappy or confused.

XX

X

X

X

X

X

8. Coaches others on the importance of
self-awareness and how to become
more self-aware.

Functional
Manager

A PDF file of the AMA Management Development Competency Model,
as well as other information about the book, is available at:
www.amacombooks.org/go/AMAGuideMgmtDevelop

277

278

Appendix

◆

The AMA Management Development Competency ModelSelf-Confidence
Acting on the basis of one’s convictions rather than trying to please others; being confident in oneself; having a healthy sense of one’s capabilities without being arrogant.

Illustrative
Behaviors

Mid-Level
(Manager of
Managers)

Individual
Professional

First-Level
Manager

Functional
Manager

1. Clearly and appropriately states his or
her opinions andperspectives, even if
others disagree.

X

X

X

X

2. Exhibits confidence and conviction
when presenting his or her ideas and
perspectives, both verbally and in
writing.

X

X

X

X

3. Demonstrates a willingness to take
on challenging new projects or
assignments.

X

X

X

X

4. Quickly and candidly informs others
when he or she cannot fulfill a request,
andthe reason for it, and problemsolves an alternative.

X

X

X

X

5. Admits when he or she is wrong or
someone else has a better solution and
is willing to change direction or reorient
his or her actions as necessary.

X

X

X

X

6. Demonstrates confidence that his or her
plans and decisions will be successful.

X

X

X

X

7. Is willing to delegate tasks orassignments that team members may be able
to perform better than him- or herself.

X

X

X

8. Takes responsibility for making difficult
or unpopular decisions.

X

X

X

© 2008, AMACOM, a division of the American Management Association
www.amanet.org

Appendix

◆

279

The AMA Management Development Competency Model

Self-Development
Seeking feedback about one’sstrengths and weaknesses; initiating activities to increase or enhance one’s knowledge, skills, and competence in
order to perform more effectively or enhance one’s career; learning
new information or ideas and applying them effectively; keeping up to
date in one’s knowledge and skills; and learning from successes and
failures.

Illustrative
Behaviors

Mid-Level
(Manager of
Managers)...