This article aimed to identify the most important management competencies in the perception of their own managers when playacting in the agencies of the Bank of Brazil.The research, descriptive and exploratory in nature, was divided into two parts: the qualitative stage got up a set of 27 managerial skills divided into three blocs: social, technical and business. In the quantitative phase, a questionnaire was developed to measure the degree of importance and encouragement of the 27 managerial competence. The sample consisted of 425 managers from agencies levels 1, distributed throughout the country, from three business pillars: retail, wholesale and government, of which 248 responded to the survey. Descriptive analysis was performed looking up associations of interest between the importance and encouragement degrees. It was found that the importance degrees assigned by managers to the competences surpassed their levels of encouragement. The results indicate that social competences received the highest scores in relation to technical and business competences, which shows the Bank need to prioritize its development in their strategies for human management.
competences; manager; action; strategy; development
