| Competency model for safety managers | Safety managers | Three behavioural leadership competencies (emotional, social and cognitive) are critical in the performance of safety managers | SPM concentrates on technical and process skills, while this framework conceptualises behavioural leadership competencies in the context of safety management | Alidrisi and Mohamed (2022) |
| Quality management competence framework | Quality managers | Humans, the methods and process, and the conceptual and contextual competence dimensions form the four pillars of the competency framework | Both models have a similar emphasis on the context of management. However, the SPM model also considers the link with the business environment as a vital element of competency | Martin et al. (2021) |
| Managers’ competencies in Industry 4.0 | General managers | Focuses on sustainable development and distribution of managers’ competencies | Leadership, communication and creativity are the cornerstones of both competency frameworks | Dzwigol et al. (2020) |
| Management competencies of nurse managers | Nurse managers | Technical, human and conceptual skills are essential for nursing management | Both frameworks elaborate on the technical and conceptual skills of managers | Ofei et al. (2020) |
| Project managers’ competencies framework | Project managers | Different project contexts and different project types need to be considered in determining competencies | This framework focuses more on behavioural capacities, while SPM emphasises the technical and strategic skills of managers | Moradi et al. (2020) |
| Global management competencies framework | General managers | Organisational behaviour components, knowledge, skills, abilities and other personality characteristics are the main constructs | This framework focuses on the general management level by conceptualising cross-cultural competence, intercultural sensitivity and cultural intelligence. The SPM framework delves into more specific competencies for strategic managers | Bücker and Poutsma (2010) |
| SME marketing management competencies | Marketing managers | Knowledge, experience, communication and judgement are among the main contributors | This framework concentrates onSMEs, while the SPM framework explains the competencies in large holding companies | Carson and Gilmore (2000) |