Empirical analysis of the content of psychological competencies of active sales managers

Abstract

Introduction. The subject of this article is the analysis of the requirements for the psychological properties of active sales managers from the point of view of the competence approach. It is assumed that the interaction of working conditions in the organization and the psychological properties of a professional, as well as the requirements for them from the tasks performed, generate a certain set of psychological competencies necessary for the productive activity of an active sales manager. The complex nature of human-to-human activities, as well as the need to perform organizational, intellectual, communicative and coordination tasks, forms a system of requirements for the psychological competencies of representatives of this profession, compliance with which increases the productivity of a professional. The article presents a theoretical and empirical analysis of the requirements for an active sales manager from the point of view of psychological competencies.Materials and Methods. Empirical research method - standardized self-reports with Likert scales, correlation and factor analysis.Results. Six main groups of required competencies are identified: value competence, regulatory competence, motivational competence, special competence, communication competence, strategic competence. It is assumed that the balanced development of these groups of competencies in accordance with the requirements of the profession of an active sales manager ensures high productivity of a specialist and his psychological well-being.Discussion and Conclusions. At the end of the article, the results obtained are evaluated from the point of view of their applicability in the training of specialists in key positions of sales departments, new research directions are outlined that allow for a more systematic study of the psychological competence of active sales managers, and it is also concluded that the content of psychological competencies should be taken into account when building educational programs for future sales managers.