Yuri Sinyagin, Academic Supervisor of the Faculty of Assessment and Development of Management Personnel of GSPM, RANEPA
Not so long ago, it was thought that the public administration system lacked efficient professionals in the first place. In modern management practice the need for such managers is satisfied by using the competence-based approach. The selection of managerial staff, their evaluation and personal and professional development are based on the competency models. According to this approach, selecting or training a strong manager is a matter of identifying and developing the necessary competencies. But the limitations of such an approach are becoming increasingly apparent in a lightning-fast and unpredictable world. Can and should managerial maturity become a benchmark to ensure sustainable personal and professional development of modern managers?
Discussion points: • Why is managerial maturity is becoming more and more necessary in the modern environment: what is the essence of maturity and what is its key difference from professionalism and from competence? • Are there viable alternatives to the widespread competence-based approach in managerial work? • How to move from developing managerial competencies to building and developing managerial maturity? • Are there optimal career paths that contribute to the development of professional qualities of a manager? • Managerial maturity comes with age or can be developed through educational programs, mentoring, etc. • Managerial maturity and social lifts — is rapid "maturation" possible?
