I would be very careful about taking any advice that is more than 6-7
years old when it comes to defining competencies. Boyatzis, and many
others, describe not competencies but traits. A competency is not simply
a performance of a skill, attribute or value. It is such a performance
in accordance with the context or environment in which such performance
is required, and in such a way that demonstrates such performance can be
replicated in other situations.
A good example is the difference between Situational Leadership and
Functional Leadership.
PHIL
John Bigelow wrote:
>
> There turns out to be what is in my mind a legitimate difference
> here. Read Boyatzis, "The Competent Manager" (1982, Wiley) for a
> definition of competencies, which are more broadly conceived, and
> can come into play in a variety of situations; e.g., concern with
> impact, or use of socialized power. Skills, on the other hand, are
> more action oriented and situation-specific; e.g., delegation or
> conflict management. One might say that skills are a subset of
> competencies.
>
> I find I use one or the other, depending on the situation --
> competencies when talking curriculum, skills, when talking my skills
> course. The competency construct is well-founded, but more complex.
> I'd guess that some fuzzy-headed thinking has hidden behind this
> term, perhaps giving it a bad name in some circles.
>
> John Bigelow
> Management Department
> Boise State University