An Empirical Analysis of the Perceived Skills and Charateristics of Managerial Effectiveness
The primary purpose of this research was to establish whether different perspectives on managerial effectiveness could be integrated to derive a common core of skills and characteristics. The different perspectives include management theory, strategic management and international business perspectives, and the competency-based approach to management effectiveness in the United Kingdom, The United States, and New Zealand. The research programme used a blend of quantitative and qualitative techniques. Each phase of research is supported by a review of the international literature and empirical field work conducted in New Zealand. A research tool relatively new to management research, Concept Mapping (Trochim, 1989a, 1989b), was to allow qualitative verbal statements to be described in terms of both quantitative and spatial relationships. A singular advantage of Concept Mapping is that collection and analysis of data is conducted without imposing research constructs at any stage, and a distillation of a core set of skills and characteristics can be derived through the reiterative process of Concept Mapping. In addition to Concept Mapping sessions with practicing managers and management educators and developers, two national surveys were conducted. In essence, the research builds a framework of the factors influencing managerial effectiveness through literature reviews and empirical work to generate a predictor variable list then tests that list for predictive strength. The primary outcomes of the research were: 1) the identification of a set of skills and characteristics that discriminate classes of effectiveness and ineffectiveness; and 2) the provision of a conceptual framework for analysing the similarities and differences between models of managerial effectiveness.