Educating the Modern Manage

A DOMAIN MODEL OF MANAGERIAL EDUCATION

In modern business-speak, the concept of skill has morphed into the concept of competence. As originally discussed by McClelland and his colleagues (e.g., Boyatzis, 1982), a competency is a performance capability that distinguishes effective from ineffective managers in a particular organization. McClelland defined competencies empirically, and they were specific to the requirements of a particular job in a particular context. This clear, specific, and rigorous definition has given way to ad hoc lists of organizational competencies defined by committees. Rather than criticize the confusions surrounding the modern enthusiasm for competencies, we simply observe that all lists of competencies can be organized in terms of a "domain model" first proposed by Warrenfeltz (1995).

Specifically, every current competency model can be organized in terms of four competency domains; we refer to these competencies as ( 1) intrapersonal skills, ( 2) interpersonal skills, ( 3) leadership skills, and ( 4) business skills. In our view, these four domains define the content of management education; they provide a basis for designing curricula, assigning people to training, and evaluating management education. Finally, these four domains form a natural, overlapping developmental sequence, with the later skills depending on the appropriate development of the earlier skills. We also think they form a hierarchy of trainability, in which the earlier skills are harder to train and the later skills are easier to train.

Intrapersonal Skills

The domain of intrapersonal skills is the traditional subject matter of psychoanalysis, but a detailed explication of that claim would take us too far afield. Intrapersonal skills develop early and have important consequences for career development in adulthood. This domain seems to have three natural components. The first can be described as core self-esteem (Judge, Locke, Durham, & Kluger, 1998), emotional...