MANAGEMENT COMPETENCIES: SELF-PERCEPTION OF MIDDLE MANAGERS IN A BANKING INSTITUTION

Abstract

The growing quest to reach challenging goals and service excellence has encouraged studies on managerial skills within the scope of banking institutions. This research aimed to identify the skills of intermediate level managers of a banking institution, in their self-perception, according to the typology of Quinn et al. (2003). Eight profiles and 24 competences were presented. In view of the methodological procedures, this research is classified as quantitative, descriptive, carried out through a survey that had as unit of analysis the intermediate level managers of a banking institution. After analyzing the data, six competencies were found to be the most frequent: support for a productive work environment; work planning; performance management and collective processes; use of participatory decision-making process; encouraging the development of employees; negotiation of agreements and commitments with the team. In addition to the producer role as predominant among intermediate level managers in this banking institution. The study impacts society, as these institutions provide essential services to society, making payments, offering loans, transferring values, managing assets and investments.