A few studies have been attempted to explore the relationship between competencies and performance and between high performers' competencies and their performance . A few scholars focussed on the impact of social environment on emotional , social and cognitive competency development .
Understanding and Developing Emotional Intelligence, available at http://www.adb.org/publications/understanding-and-developing-emotional-intelligence, lends weight to this argument. It also underscores good practices that cultivate emotional intelligence in the workplace.
Definitely yes. In fact emotional competencies will help the manager in dealing with the problems while using empathy. Social competencies will elevate the image of the person in internal and external society of the organization i.e. elevated human skills. Whereas cognitive competencies will make the person more intuitive and innovative which have their own distinct and string role to play in dynamic organizational system. Thus a blend of these three competencies will lead to managerial effectiveness and organizational effectiveness. Hence circle full and manager will be distinct as as Ëffective Manager".
Is shown that for a manager to be ineffective leader they need to have a cognitive complexity and behavioural complexity. That is they may this be able to hold potentially paradoxical thoughts and see the synergies between them – cognitive complexity. They must also be able to deliver seemingly paradoxical behaviours – behavioural complexity. Underpinning this belief is the Integrated Competing Values Framework (ICVF) which is a modification of Robert Quinn's Competing Values Framework.
Please Note: In my response, I am using "he/him/his" in the generic sense.
There is, to be sure, a significant relationship between a manager's cognitive, social and emotional "competencies" and his actual job performance. In attempting to predict the competency (i.e., the ultimate job performance) of a prospective manager, it is crucial to have an accurate assessment of the individual's level of intelligence, which must be commensurate with the requirements of the job. If the prospect is not bright enough to cope with the job, his managerial decisions (and judgments) are likely to be deficient. It is equally important that the prospect have social competencies (skills) that are sufficiently well-developed to enable him to establish good working relationships with with his fellow employees, and to communicate effectively with customers and other relevant stakeholders. Moreover, if the individual is emotionally unstable, all aspects of his performance are likely to be negatively impacted, including his ability to handle the pressures that are inherent in most managerial positions. Finally, I would add one additional human quality that is crucial in assessing managerial potential: specifically, the individual needs to be of "good character"--honest, reliable, trustworthy and responsible. And, I would note, that superior intelligence and good social skills are not adequate substitutes for a lack of character. In this instance, you may simply end up with a very bright sociopath in your managerial position.
A manager must understand his/her people well, and deploy the mix of emotional, social and cognitive acumen to inspire, and even Transform them, so as to derive out latter's best set of competencies.
The role of Leadership culture is exemplified in following paper , in Reference to the Tsunami at Japan
Thareja, Priyavrat and Thareja, Mannu, Aligning the People in Nation Building Journal of Management and Technology, Vol. 6, Issue 1, pp. 163-173, Jan- Jun 2012. Available at SSRN: http://ssrn.com/abstract=2083960