| Results orientation (found in 26 studies) |
Results-oriented management; focus on product, client, business, results; economic result; market, costs, results orientation; goal achievement; financial business management. |
| Ability with people and teams (found in 24 studies) |
Manage relations; bring people together; demonstrate interest in people; be receptive; teamwork; collaboration; cooperation; social competence; deal with diverse cultures; monitor individual’s and team’s development; prepare substitutes; know the potential and deficiency of the team; facilitate learning; personal development and permanent education. |
| Leadership, coordination, and motivation (found in 19 studies) |
Leadership, coordination; direction; lead efforts to a common purpose; incentive for passion; determination and motivation; firmness of purpose; ability to motivate and engage the team; acknowledge, stimulate and reward people; coordinate actions. |
| Ability with change (found in 18 studies) |
Innovation; situational adaptation; keep the team updated about events and changes; stimulate risk taking and creativity; risk taking; stimulate incremental adaptation and improvement; situational leadership; change management; participate in change; perception of change; flexibility; ability to technologically innovate; openness to adapt to change; mobilisation for change; plan and execute change; search for original solutions |
| Communication (found in 17 studies) |
Know how to listen to, give, and receive feedback with confidence; know the target audience; dialogue; communicate responsibilities; consistency between talking and acting; communicate clearly and objectively; transmit necessary instructions. |
| Planning (found in 16 studies) |
Plan; perform studies and research; time management; discern priorities; strategic planning; time scaling; formulate action plans; sense of priority. |
| Knowledge management (found in 15 studies) |
Create and share knowledge; search, register, evaluate, and disseminate information; monitor documents, records, and processes; manage information systems and services; formulate and manage information projects; establish traceability mechanisms. |
| Organisation and control (found in 15 studies) |
Integrate several departments. Organise, keep the team updated on routines; manage internal processes; deal with available material and human resources; process management; resource management; resource allocation; use rationally the available resources; control; create control mechanisms; discipline the team; periodic monitoring of the team’s development; verify procedures fulfilment; demand excellence and accuracy; establish control mechanisms. |
| Strategic vision (found in 14 studies) |
Strategic management; strategic skills; future vision; ability to interrelate external reality and business; ability to understand concepts and transfer them to the business reality; understand the business and its objectives when dealing with the market; foresee threats and opportunities; strategic vision; strategic thinking; define goals and objectives. |
| Negotiation (found in 13 studies) |
Negotiation; persuasion; negotiation techniques; present new ideas; negotiation assertiveness; public relations techniques; know verbal expression and oratory techniques. |
| Ability with conflicts (found in 12 studies) |
Conflict management; deal with conflicts; manage conflicts; manage conflicting relations; conflict manager. |
| Decision-making (found in 12 studies) |
Decision-making; know how to decide; ability to decide; take decision from the analysis of several aspects. |
| Ability to deal with problems and opportunities (found in 8 studies) |
Recognise problems and opportunities; problem solving; attract opportunities; ability to identify and solve problems; problem ‘solver’; apply technical knowledge to solve problems. |
| Critical, logical, and analysis/synthesis abilities (found in 8 studies) |
Critical and analytical thinking; ability to correlate facts with impacts in the organisation; analyse results; think in a logical and analytical way; stablish formal and causal relations between the phenomena. |
| Empowerment, delegation, and deconcentration (found in 7 studies) |
Shared management; decentralized management; participative decision-making; elucidate roles; ability to delegate; delegate with responsibility; assign tasks to employees; distribute tasks and responsibilities; willingness to delegate. |
| Systemic vision (found in 7 studies) |
Intersectoral management; systemic vision, business vision in its entirety; ability to integrate the different departments of the organisation to contribute for the business as a whole; global competencies. |
| Political and network articulation abilities (found in 5 studies) |
Stimulate the establishment of network structures; political abilities (representation); articulation; how to deal with clients and competitors; deal with political and social environment; relationship with the client; relationship with partners and suppliers; articulate partnerships. |
| Attitudes and values (found in 16 studies) |
Tolerance; initiative; perception and intuition; ethical posture; boldness; patience; weighting; reliability; adequacy; socio-environmental responsibility; proactivity; work under pressure; sense of responsibility; self-control; dynamism; respect others; honesty; justice; agility; entrepreneurship; engagement, calmness; resiliency; politeness. |
| Knowledge, skills, and techniques (found in 15 studies) |
Technical professional competency; technical skills; knowledge of the system; technical skills; knowledge of the institution; notorious specialisation in the field; technical mastery of the processes; and search for specific technical knowledge. |
Thumbnail
Thumbnail
Source: 
Source: Adapted from