277
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, ca-
pabilities, and limitations; seeking feedback about one’s effectiveness and
making changes in response to it; being attuned to one’s inner feelings,
recognizing how these feelings affect one’s behavior and job performance,
and expressing one’s feelings and reactions appropriately.
Mid-Level
Illustrative Individual First-Level (Manager of Functional
Behaviors Professional Manager Managers) Manager
1. Proactively solicits both positive and X X X X
constructive feedback on his or her
performance.
2. Adjusts his or her behavior in response X X X X
to feedback.
3. Recognizes feelings and concerns X X X X
heard in conversation to address
the other person’s expressed and
underlying needs.
4. Understands his or her personal X X X X
preferences for making decisions,
solving problems, and working with
others; recognizes when his or her
preferred style may not be the most
effective approach given the situation.
5. Asks questions that create an atmosphere X X X X
in which the other person feels com-
fortable discussing the situation and
sharing concerns.
6. Expresses his or her feelings and reac- X X X X
tions in a calm, clear manner.
7. Communicates tactfully even when X X X X
others are unhappy or confused.
8. Coaches others on the importance of X X X
self-awareness and how to become
more self-aware.
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
Self-Confidence
Acting on the basis of one’s convictions rather than trying to please oth-
ers; being confident in oneself; having a healthy sense of one’s capabili-
ties without being arrogant.
278 Appendix
The AMA Management Development Competency Model
© 2008, AMACOM, a division of the American Management Association
www.amanet.org
Mid-Level
Illustrative Individual First-Level (Manager of Functional
Behaviors Professional Manager Managers) Manager
1. Clearly and appropriately states his or X X X X
her opinions and perspectives, even if
others disagree.
2. Exhibits confidence and conviction X X X X
when presenting his or her ideas and
perspectives, both verbally and in
writing.
3. Demonstrates a willingness to take X X X X
on challenging new projects or
assignments.
4. Quickly and candidly informs others X X X X
when he or she cannot fulfill a request,
and the reason for it, and problem-
solves an alternative.
5. Admits when he or she is wrong or X X X X
someone else has a better solution and
is willing to change direction or reorient
his or her actions as necessary.
6. Demonstrates confidence that his or her X X X X
plans and decisions will be successful.
7. Is willing to delegate tasks or assign- X X X
ments that team members may be able
to perform better than him- or herself.
8. Takes responsibility for making difficult X X X
or unpopular decisions.
Self-Development
Seeking feedback about one’s strengths and weaknesses; initiating activ-
ities 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.
Appendix
The AMA Management Development Competency Model 279
© 2008, AMACOM, a division of the American Management Association
www.amanet.org
Mid-Level
Illustrative Individual First-Level (Manager of Functional
Behaviors Professional Manager Managers) Manager
1. Routinely asks for feedback on his or her X X X X
performance and uses both positive
and negative feedback to enhance
performance.
2. Receives feedback in a constructive X X X X
manner.
3. Probes for concrete examples and X X X X
suggestions to improve his or her own
performance.
4. Consults relevant sources (e.g., ap- X X X X
praisals, reports, videos, customer
feedback) to get insight into
his or her own performance.
5. Is self-critical; can name both strong X X X X
and weak points about him- or herself.
6. Learns from both successes and failures. X X X X
7. Initiates project debriefs to clarify X X X X
learnings—both what worked well and
what could be done more effectively in
the future.
8. Seeks both formal and informal X X X X
development opportunities.
9. Demonstrates a desire to perform above X X X
and beyond the requirements of his or her
position (e.g., enthusiastically takes on
tasks outside of daily responsibilities to
learn and grow).
10. Coaches others to focus on self- X X X
development.
11. Builds a culture that encourages X
learning and continuous improvement.

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