Keywords: soft competencies, manager effectiveness, disaster management, emergency management, local government, performance prediction, humanitarian logistics, humanitarian aid, humanitarian relief, relationship management, achievement orientation, achievement execution, self–management
Identifying competencies that predict effectiveness of disaster managers at local government
This research is to determine the soft competencies through behavioural approach that predict effective performance for disaster managers. This research uses 21 samples of disaster managers at the local government where they will be selected based on possessing an effective performance in humanitarian logistics. The results showed that there were significant differences between effective and average performance managers in their demonstration of three–group competencies such as relationship management, achievement orientation and execution and self–management. Competencies can be used as self–development and managing people at work, while technical competencies are important such as humanitarian logistics and disaster. The implications of this study show that managers who perform effectively is not enough just to have a hard skill which can be developed; development does not mean training. The competencies needed to be effective can be developed. The above three groups' competencies can be used for developing disaster managers at the local government.