Competences in management development: challenging the myths

Abstract

The use of competences has proved to be perhaps the major growth area in management development during the last ten years. An increasing number of organizations have looked to competence‐based training as the solution to enhancing the performance of their managers. But there remain several fundamental weaknesses that supporters of competences have yet to counter adequately. Identifies and challenges the dominant myths behind the competence approach, the suggestion being that it is perhaps time to stop and evaluate the usefulness of competence‐based training in more depth.