A Cross-Cultural, Multi-Dimensional, Nonlinear Examination of Managerial Skills and Effectiveness1

Abstract

Prior studies in United States organizations have suggested that appropriate development of managerial skills can improve managerial effectiveness, thus saving time and other resources. Little prior cross-cultural research has been done, however, on managerial skills and effectiveness. In addition, models depicting linear combinations of skills have dominated the available research on managerial effectiveness. In contrast, this research investigates in each culture whether a linear or nonlinear model better depicts the relationship between managerial skills and effectiveness. Comparisons of the best predicting models across the three cultures are examined and their implications for managerial development are explored.

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