Richard Boyatzis: Performance

Richard Boyatzis is American business theorist. Explore interesting quotes on performance.
Richard Boyatzis: 44 quotes1 like

“The Competent Manager: A Model for Effective Performance offers an empirical, total system approach that determines which characteristics of managers enable them to be effective in various management jobs.”

Richard Boyatzis

Introduction text.
Competent manager (1982)

“Skill is a property of a person; it is a person's ability to demonstrate a system and sequence of behaviour that [is] functionally related to attaining a performance goal.”

Richard Boyatzis

Source: Competent manager (1982), p. 33.

“The models of management which individuals and organizations use come from a variety of sources. Sometimes the model comes from a theory. The theory may emerge from someone's thoughts about the desired characteristics of a manager, or about the characteristics of competent managers. Sometimes the model comes from a panel. A group of people, possibly in the job or at levels above the job within the organization, generates a model through discussion of what is needed to perform a management job competently.”

Richard Boyatzis

Source: Competent manager (1982), p. 7.

“The result of a job element analysis is a weighted list of characteristics that managers perceive as important in distinguishing superior from average performers, and those characteristics required by anyone in the job.”

Richard Boyatzis

Source: Competent manager (1982), p. 41.

“A threshold competency is a person's generic knowledge, motive, trait, self image, social role, or skill which is essential to performing a job, but is not causally related to superior job performance.”

Richard Boyatzis

Source: Competent manager (1982), p. 23.

“A competency is an underlying characteristic of the person that leads to or causes effective or superior performance.”

Richard Boyatzis

Source: Competent manager (1982), p. 21.

“It's depressing to realize how few of the teams in our lives use their human capital and opportunities well, when it comes to sustaining performance, innovating, or adapting. That's true whether we're talking about families, sports, projects, management, or research.”

Richard Boyatzis

Boyatzis (2012) " The Resonant Team Leader http://blogs.hbr.org/cs/2012/04/the_resonant_team_leader.html" at HBR Blog Network, April 13, 2012.

“Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.”

Richard Boyatzis

Source: Competent manager (1982), p. 7-8.