Competency model for safety managers |
Safety managers |
Three behavioural leadership competencies (emotional, social and cognitive) are critical in the performance of safety managers |
SPM concentrates on technical and process skills, while this framework conceptualises behavioural leadership competencies in the context of safety management |
Alidrisi and Mohamed (2022) |
Quality management competence framework |
Quality managers |
Humans, the methods and process, and the conceptual and contextual competence dimensions form the four pillars of the competency framework |
Both models have a similar emphasis on the context of management. However, the SPM model also considers the link with the business environment as a vital element of competency |
Martin et al. (2021) |
Managers’ competencies in Industry 4.0 |
General managers |
Focuses on sustainable development and distribution of managers’ competencies |
Leadership, communication and creativity are the cornerstones of both competency frameworks |
Dzwigol et al. (2020) |
Management competencies of nurse managers |
Nurse managers |
Technical, human and conceptual skills are essential for nursing management |
Both frameworks elaborate on the technical and conceptual skills of managers |
Ofei et al. (2020) |
Project managers’ competencies framework |
Project managers |
Different project contexts and different project types need to be considered in determining competencies |
This framework focuses more on behavioural capacities, while SPM emphasises the technical and strategic skills of managers |
Moradi et al. (2020) |
Global management competencies framework |
General managers |
Organisational behaviour components, knowledge, skills, abilities and other personality characteristics are the main constructs |
This framework focuses on the general management level by conceptualising cross-cultural competence, intercultural sensitivity and cultural intelligence. The SPM framework delves into more specific competencies for strategic managers |
Bücker and Poutsma (2010) |
SME marketing management competencies |
Marketing managers |
Knowledge, experience, communication and judgement are among the main contributors |
This framework concentrates onSMEs, while the SPM framework explains the competencies in large holding companies |
Carson and Gilmore (2000) |