Effectiveness of managerial capabilities at different hierarchical levels

Differences in the Preferred Trustworthiness Between High-level and Low-Level Leaders

Drawing upon implicit leadership theories (ILTs), this research argues that the trustworthiness factors of leaders perceived by subordinates may vary with hierarchical levels of leaders. Based on this argument, a scenario simulation study (220 participants), an experimental study (562 participants), and an empirical survey (193 samples) were conducted. The findings show that subordinates are more concerned with the emotional stability, extraversion, agreeableness, and benevolence-related trustworthiness factors of low-level leaders and with the ability-related trustworthiness of high-level leaders; and leaders' integrity is the most crucial factor in trustworthiness for upward trust, while there were no obvious significant differences among different leader levels. This study contributes to the literature on trust in leadership and various ILTs and has human resource management implications.

Jungian personality type preferences of female and male Hungarian leaders

In this study, we investigated the personality type preferences of female and male Hungarian non-managerial individual contributors, middle managers, and executives. We aimed to investigate the preferences among successful females and males (i.e., executives) compared to non-executives. The preference distinctions between successful females and males were also analyzed. We conducted a cross-sectional analysis using the Jungian-based Golden Profiler of Personality (GPOP) questionnaire (N = 5,376; 2,678 females, 2,698 males; average age 35.98 with an SD = 8.977). Executives scored higher in extraversion, intuition, thinking, perceiving, and calm preferences compared to middle managers and individual contributors while scoring lower in sensing and tense preferences. Extraversion, intuition, and feeling preferences were more prevalent among female executives than both male executives and women in general. Our findings suggest that Hungarian female executives' personality preferences align with either stereotypically feminine traits (intuitive and feeling) or male executive-like preferences (extraverted, sensing, thinking, and judging combination). We also discussed the influence of cultural norms and expectations on the personality preferences of female and male executives. Our results are in line with prior research conducted in the Western context, however, the gender differences are more striking. We concluded that men have a reasonable chance of success across a spectrum of personality preferences as they ascend the hierarchy, while women need to exhibit specific preferences to be successful on the same journey. The self-descriptive and cross-sectional nature of our data spell limitations, therefore we suggest conducting future longitudinal studies, including explanatory and contingency variables (e.g. perceived cultural norms).

Competencies for superior performance across management levels in the provincial government executive offices

Purpose

The purpose of this study is to investigate a set of competencies that are important for superior performance across three top levels of management in the provincial government executive offices.

Design/methodology/approach

Using the case of the West Java Province Government, Indonesia, a qualitative approach with document analysis and behavioural event interview techniques were employed. The results were confirmed using focus group discussions. The Mann–Whitney U test was also conducted to further analyse the results.

Findings

The authors found 19 competencies grouped into five competency clusters: managing personal, managing task, managing work unit, managing socio-cultural and functional aspects. The Mann–Whitney U test results showed that managing work unit and socio-cultural aspects were more important for upper-level management, while functional aspects were more necessary for lower and middle levels of management. Two competencies, that is, achievement orientation and innovation, were the main characteristics of superior performers across all management levels, differentiating them from average performers.

Practical implications

The study suggests the need for the Government of Indonesia to improve the current competency model. Its implications on educational and training institutions are discussed.

Originality/value

This study considered three different levels of management, grouped into superior and average performers and thematically analysed their past experiences when performing their jobs. It thus extends previous competency studies that mostly focus on a particular management level and individuals' perceptions.

Influence of middle management on dynamic capabilities

Purpose

The dynamic capabilities (DC) literature focuses primarily on top managers. Although recent studies have drawn attention to middle management's (MM) relevance, these professionals have not been the focus of much attention in the DC literature. The purpose of this paper is to investigate whether and how MM influences DC dimensions.

Design/methodology/approach

Through a qualitative strategy and case-study method, 13 MM professionals from four Brazilian companies embedded in competitive and dynamic contexts were investigated. The “micro-practices” approach was used to operationalize the DC construct.

Findings

The evidence shows that MM influences DC dimensions. This influence appears to emanate from 19 identified and named micro-practices.

Practical implications

By examining how micro-practices (micro-level) influence macro-level DC dimensions, this article raises the significance of including the micro-practices identified herein in management-training programs.

Originality/value

The first relates to the identification of micro-practices within the MM scope. The second relates to the association of micro-practices with management functions. The third relates to the association of micro-practices with DC dimensions. Thereby, this article highlights how DC work in organizations' daily activities. The fourth is the construction of a framework that demonstrates how to integrate the DC micro (micro-practices), meso (managerial functions) and macro (DC dimensions) scopes. Fifth, this paper affirms the emerging research stream that stresses MM's relevance for DC generation.

Middle manager capabilities and organisational performance: the mediating effect of organisational capacity for change

Purpose

This study aims to investigate the mechanism that transforms middle manager capabilities (MMCs) into organisational performance (OP). This study proposes that organisational capacity for change (OCC) might mediate the relationship between MMCs and OP.

Design/methodology/approach

The proposed hypotheses were tested using data derived from a survey distributed to 89 heads of department of 34 subjects from the 11 top universities in Indonesia.

Findings

The findings indicate that MMCs positively influence OCC and OP and that OCC positively influences the OP. Furthermore, the authors found that OCC mediates the positive effect of MMCs on OP.

Originality/value

The authors empirically investigated the hypothesis that MMCs, in the context of higher education, play a crucial role in determining OCC and OP. Furthermore, the capacity of organisations to adapt to the changing environment mediates the capabilities of the middle managers in relation to OP. In addition, the authors empirically investigated OCC in three dimensions (learning, process and context) that were previously only proposed and discussed conceptually.

Be like me: the effects of manager–supervisor alignment

Purpose

This study examines whether managerial capability fit between line managers, middle managers and top-level managers enhances effectiveness.

Design/methodology/approach

Effectiveness data and managerial capability ratings from more than 1,600 manager–supervisor dyads were collected in the United States and Germany. Polynomial regression was used to study the relation between manager–supervisor fit and managerial effectiveness.

Findings

Our results indicate that the fit of managerial capabilities between a manager and his/her supervisor predicts the effectiveness of this manager. The most effective managers show particularly high managerial capabilities that are in line with predominantly high managerial capabilities of their supervisors. Two aspects are important: the manager–supervisor fit and the absolute capability level that both possess. The results further indicate that the importance of the manager–supervisor fit varies across lower, middle and top-level management dyads.

Research limitations/implications

This study contributes by advancing research on managerial capability fit conditions between managers and their supervisors as a central element in viewing and managing effectiveness.

Practical implications

This article informs managers, supervisors and HR professionals about pitfalls in organizations that degrade effectiveness.

Originality/value

This article shows how the alignment between managers and their supervisors relates to effectiveness in a large-scale study across different hierarchical levels.