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Show moreThis paper examines the emotional, social and cognitive competencies that predict performance of a financial sales branch and its Financial Advisors. The focus – the unit of analysis - of this study is the Branch Manager. It is hypothesized that the Branch Manager, through a set of emotional, social and cognitive competencies, can, as a leader, influence better overall results. The research presented in this paper is a qualitative study that compares and contrasts both Outstanding Branch managers and Typical Branch Managers. It does this in two ways: by identifying those competencies that differentiate Outstanding from Typical Branch Managers; and by identifying the effects that Outstanding and Typical Branch Managers as well as their Management Teams have on their Rookies (Financial advisors in their first four years of their careers). The study validates a number of other studies suggesting that indeed there are a number of competencies that differentiate Outstanding Managers in general and, in the case of this paper, Outstanding Branch Managers. It also identifies a number of more negative themes that seem particular to Typical branch Managers. For those who are involved with, study or have an interest in the Financial Services world, this study may contribute to a better understanding of what constitutes a successful Branch Manager. Key words: emotional competencies; social competencies; cognitive competencies; performance.
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