Relative importance of managerial skills for predicting effectiveness

Scott Tonidandel · Phillip W. Braddy · John W. Fleenor

55 citations0/0 files storedJournal of Managerial Psychology

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Competency Development and Evaluation Leadership and Management in Organizations Human Resource and Talent Management

Abstract

Purpose The purpose of this paper is to examine the relative importance of four managerial skill dimensions (technical skill, administrative skill, human skill, and citizenship behavior) for predicting managerial effectiveness. In addition, it aims to explore whether the relative importance of these skill dimensions varies as a function of gender or organizational level. Design/methodology/approach Participants were 733 managers enrolled in a nationally recognized leadership development program. Ratings of managerial skill were obtained from peers using a well‐validated 360‐degree assessment instrument, while manager effectiveness ratings were provided by supervisors. Moderated multiple regression and relative weight analysis were used to test the study's hypotheses. Findings Using ratings provided by multiple sources, these results show that all four of the managerial skill dimensions were significantly important predictors of manager effectiveness. Human skills were significantly more important than technical skill and citizenship behavior, while administrative skills were most important overall. Gender was not a significant moderator of the skill‐effectiveness relationship, but organizational level was. Practical implications Individuals tasked with selecting, developing, or placing managers should take all four skill dimensions into account. Moreover, special consideration should be given to administrative skill, and this emphasis should increase for managers higher up in the organizational hierarchy. Originality/value Although prior research has speculated about the importance of different managerial skills, this study is the first to provide empirical support for this skill typology in predicting actual managerial effectiveness using appropriate statistical analyses for examining the relative importance of these skill dimensions.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 2002Role congruity theory of prejudice toward female leaders.2000Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research 2007Answers to 20 Questions About Interrater Reliability and Interrater Agreement 2013Sex Differences in Social Behavior 2001Prescriptive Gender Stereotypes and Backlash Toward Agentic Women 1992Gender and the evaluation of leaders: A meta-analysis.

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