Competence at work: models for superior performance by Lyle M Spencer · Competence at work: models for eBook: Document. English. New York: . Competence at work by Lyle M. Spencer, , Wiley edition, in English. 2 editions of Competence at work found in the catalog. Add another edition? Download ebook for print-disabled Download Protected DAISY. Editorial Reviews. From the Publisher. Provides analysis of jobs, based on 20 years of eBook features: Highlight, take notes, and search in the book; Length: pages; Word Wise: Enabled. Kindle e-Readers. Kindle (5th Generation) · Kindle.
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Provides analysis of jobs, based on 20 years of research using the McClelland/McBer job competence assessment (JCA) methodology. Competence at Work: Models for Superior. Performance by Spencer, Lyle M., Spencer, Signe. M. 1st edition () Hardcover. Lyle M., Spencer, Signe M. Competence at Work: Models for Superior Performance eBook: Signe M. Spencer, Lyle M. Spencer: mtn-i.info: Kindle Store.
You will also need to develop your ability to read the emotional environment and power relationships you encounter in your role.
The ability to understand the emotions of others is part of your 'social awareness, to attain which you need to demonstrate the following competencies: Empathy - the ability to understand someone else's feelings and re-experience them. People with this competence: o Actively listen to what others say both their words and non-verbal signals o Show they understand and appreciate others' views or issues o Focus on attaining the goal or task without conflict o Understand where emotional boundaries start and end Organizational awareness - was defined by Goleman as 'the ability to read the current of emotions and political realities in groups.
People with this competence: o Are able through careful questioning to identify issues that are affecting an individual's performance. The other aspect of social competence is that of relationship management.
This means you use your awareness of your own and others' emotions to build strong, effective and lasting relationships. It is this part of your EQ that enables you to succeed in inspiring other people and helping them to reach their full potential.
The competencies that Goleman identified for an individual to operate at a high level of relationship management are: Influence - is the extent you are able to win over and persuade others.
People with this competence: o Build consensus through persuasion and clear presentation of case o Offer support to and gain support of others o Are trustworthy Leadership - your team is willing to follow your lead and wants to work with you to meet goals. People with this competence: o Lead by example o Inspire others to achieve goals or a vision o Truly delegate tasks and accountability Developing others - the ability to observe and provide opportunities to fully develop individual team members.
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