Beruflich Dokumente
Kultur Dokumente
Competencies for
Senior Manager Roles
Pradip N Khandwalla
Executive Summary
KEY WORDS
Senior Managers
Roles
Managerial Competencies
India
This paper identifies competencies that may aid role effectiveness at senior managerial
levels. It fills a research gap: while managerial roles and competencies have been studied
fairly extensively, their relationships have not been demonstrated. The performance of
senior level managers and therefore of the organization depends upon how well
they play their varied roles. In this paper, the roles of senior managers have been
categorized into nine strategic, nine operations-related, and nine leadership roles.
Strategic roles relate to such matters of long-term and organization-wide import as policy
formulation, setting of long-term objectives, articulation of a vision of excellence for the
organization, contributing to the organizations growth and diversification, procuring of
strategic resources and intelligence, etc. Operations-related roles cover implementation
of policies and changes, setting short-term targets, work allocation to staff, operating a
control system, crisis management, etc. Leadership roles encompass inspiring subordinates, developing effective relationships, getting cooperation, emphasizing core values
and norms, mentoring, fostering teamwork and collaborative effort, effective conflict
resolution, etc.
Forty-five senior manager-level competencies have been categorized into six groups
as follows:
competencies related to contextual sensitivity (power structure management)
management of initiatives
introduction of innovations
resilience and effective coping through problem solving
effective task execution
interpersonal competence and leadership.
The data were gathered from 73 managers attending training programmes for top and
senior level managers at the Indian Institute of Management, Ahmedabad, and several
associates of these managers. The ratings of each participant and his/her associates for
the participants role effectiveness and competencies were averaged to secure scores for
each participant. Correlation analysis was employed to identify relationships between
perceived role effectiveness and perceived competencies. The number of statistically
significant correlations between the 27 roles and 45 competencies was over a thousand,
suggesting a close overall relationship between roles and competencies. To focus only
on strong relationships, a cut-off of a correlation of 0.50 was kept. The key findings were:
There was a relative deficiency in playing leadership roles and in leadership and
interpersonal competencies.
There was greater proficiency in playing strategic and operations-related roles.
Two relatively weak competency categories were initiatives management and
introduction of innovations.
The senior managers main strengths were in the areas of task execution and
contextual sensitivity.
The number of core competencies (competencies strongly correlated with at
least 75 % of the roles in a category) ranged from 11 for leadership roles to 18 for
strategic roles.
Competencies varied considerably in the breadth of their impact on role
effectiveness there were six competencies that were core for all three
categories of roles (versatile competencies), while nine competencies were
specialized in their relationship to specific categories of roles.
The six competencies that were core for all three categories appeared to be those
that enhanced the credibility of the possessor to his/her associates, and possibly
thereby enabled the possessor to play so many roles effectively.
This paper concludes with several implications of the findings for management and
further work.
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MANAGERIAL ROLES
Early work (Fayol, 1916) indicated that the management
of organizations has certain unique functions (distinctive as compared to, say, those of the owners of the
organization or its workers). These functions are those
of setting goals, planning how to achieve them, controlling operations so that the organization stays on
course, coordinating interdependent activities,
developing and managing an organization structure to
get tasks accomplished, and leadership and motivation
of the staff. It was later surmised that all managers must
perform these functions, that is, in general, they need
to play the roles of goal setters, planners, controllers,
coordinators, organization designers, leaders, etc. Studies of what senior managers actually do at work led to
the identification of several distinctive roles such as the
figurehead, leader, and liaison roles, monitor, disseminator, and spokesperson roles, and entrepreneur, disturbance handler, resource allocator, and negotiator roles
(Mintzberg, 1973; Mintzberg, 2001). Some of these roles
COMPETENCIES FOR SENIOR MANAGER ROLES
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that intelligence, verbal skills, good judgment, organizing skill, effective interpersonal relations, hard work,
risk taking, pro-activity, dominance, confidence, straightforwardness, low anxiety, sense of autonomy, good
health, ambition, active participation in extra-curricular
and community activities, etc., contribute to managerial
effectiveness.
The managers job is far broader than simply
managing subordinates. The manager has to operate
within the constraints imposed by the nature of the
organizations business, the phase the organization is in,
the power structure of the organization, its culture, its
objectives and priorities, authority and resources available and so forth. This requires high orders of navigational and communications skills, problem solving skills,
toughness, persistence, resourcefulness, flexibility, etc.
Boyatzis (1982) identified a number of competencies and
traits that distinguished high managerial performers
from average and poor performers. The competencies
were identified from prior research as well as through
the use of the technique of behavioural event interviewing. This technique involves the recall of critical incidents by managers and the analysis of these incidents
to cull out the competencies displayed.
A large number of competencies were initially
identified and were reduced to 19 competencies arranged
in five groups through factor analysis. The first group,
the action management cluster of competencies, consisted of efficacy orientation, pro-activity, diagnostic use of
concepts, and a concern with making an impact. The
second was the leadership cluster, consisting of selfconfidence, usage of oral presentations, logical thought,
and conceptualization. The third cluster, labelled human
resource management, consisted of the use of socialized
power (broadly, team building capacity), positive regard (belief in the effectiveness of others), effective
management of group processes (that is, ability to stimulate collaboration), and accurate self-assessment (objective view of oneself). The fourth cluster was direction
of subordinates consisting of developing others, the use
of unilateral power (giving commands), and spontaneity
(ability to express oneself freely). Focus on others was
the fifth cluster, and it consisted of self-control, objective
perception, stamina and adaptability, and concern with
close relationships/friendships. Besides these core competencies, Boyatzis (1982) also stressed the importance
of specialized knowledge. A discriminant function analysis was performed vis--vis ten of these competencies
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METHODOLOGY
An attempt was made to identify chief senior managerial
roles by asking a sample of 25 managers to list the roles
each played. These were mostly CEOs who were participating in a training programme at the Indian Institute
of Management, Ahmedabad. Content analysis of their
responses led to the identification of as many as 64 roles.
An attempt was made to consolidate these into a smaller
number, for example, by integrating similar roles and
by deleting infrequently mentioned roles and roles that
were not associated with the competencies that were
studied. This process led to a list of 27 roles.
These 27 roles can be broadly categorized into strategic, operations-related, and leadership/people management roles (Khandwalla, 1995). Strategic roles include such roles as policy formulation, planning of major
changes and innovations, securing of strategic intelligence, procuring of strategic resources, setting of longterm goals and strategy, developing a vision for the
organization, etc. Operations-related goals include policy implementation, implementation of changes/innovations, setting of short-run targets, work allocation,
maintenance of control system, monitoring of staff
performance, crisis definition, etc. Leadership/people
management roles include providing exciting challenges to subordinates, motivating and inspiring staff, providing support to staff, creating a climate of collaboration, developing effective relationships with colleagues,
and emphasizing the right values.
Two questionnaires were developed and pre-tested,
COMPETENCIES FOR SENIOR MANAGER ROLES
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RESULTS
Table 1 indicates some interesting features of the role
effectiveness of senior Indian managers at least as shown
in this study. They seem to be more proficient at discharging their strategic roles and operations-related roles
than their leadership roles. The average ranks for these
three categories of roles were 11.4, 13.4, and 17.8 respectively (the larger the ranks average, the poorer is the
effectiveness). There is some corroboration also with
respect to competencies. As Table 2 shows, the average
rank of the interpersonal and leadership related competencies was 28.8 versus 9.7 for task execution competencies. As a group, the managers seemed to demonstrate far more effective task achievement capabilities
than effective staff management capabilities. The table
also indicates that senior level Indian managers may be
pretty savvy when it comes to contextual sensitivity;
they may be pretty street-smart in their respective organizational contexts. Besides interpersonal competencies there may be two other areas of relative weakness:
innovation-related competencies, and initiative management competencies. In an increasingly turbulent and
competitive market environment, these relative weaknesses may hamper needed changes and innovations in
the organization.
Since the objective was to identify which competencies may have specifically and powerfully contributed
to each role, the benchmark for strong association was
kept at a correlation of 0.50, much higher than at the 99
per cent confidence level. Table 3 shows the number of
competencies that correlated with each of the 27 managerial roles at the relatively high 0.50 and above correlation level. Even at this level, on an average, 15.5
competencies were correlated with each role performance. But, the variation was considerable and ranged
from 10 (for effective conflict resolution) to 28 (for policy
formulation and the conceiving and planning of useful
changes and innovations in ones area of jurisdiction).
Thus, roles varied quite a bit in terms of how many and
which competencies facilitated effective role performance.
Are there core competencies that enable a manager
to play most strategic, operating or leadership roles
well? To probe this, a thumb rule was adopted: if a
competency was strongly correlated (that is, had a
correlation of at least 0.50) with at least 75 per cent of
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10
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13
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15
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17
18
19
20
21
22
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25
26
27
Average Score
(Std. Dev.)
Rank
4.09
4.05
4.18
3.85
4.37
3.90
4.07
3.89
4.28
(0.66)
(0.66)
(0.65)
(0.67)
(0.65)
(0.63)
(0.70)
(0.60)
(0.68)
8
13
5
24
2
18
10
20
3
11.4
4.15
4.05
4.38
3.97
(0.66)
(0.61)
(0.52)
(0.60)
7
13
1
16
3.91
4.07
3.98
3.68
3.97
(0.67)
(0.67)
(0.64)
(0.65)
(0.62)
17
10
14
27
16
13.4
4.19 (0.76)
4.06 (0.65)
11
4.16
3.89
3.88
3.79
3.87
3.85
3.79
(0.60)
(0.71)
(0.64)
(0.69)
(0.65)
(0.69)
(0.65)
6
20
21
26
22
24
26
17.8
18
18
Average Score
(Std. Dev.)
4.78
3.94
4.55
4.73
Rank
(0.55)
(0.62)
(0.52)
(0.60)
1
40
10
3
4.58 (0.77)
4.29 (0.64)
4.04 (0.69)
8
25
35
17.4
4.43
4.01
4.30
4.20
4.32
4.13
(0.64)
(0.67)
(0.70)
(0.63)
(0.72)
(0.65)
15
37
23
29
22
34
26.7
4.60
4.19
3.92
3.53
3.95
(0.60)
(0.59)
(0.63)
(0.63)
(0.62)
7
30
42
44
39
32.4
4.43
4.49
3.73
4.37
4.38
4.27
4.18
4.29
4.22
(0.53)
(0.56)
(0.75)
(0.63)
(0.60)
(0.68)
(0.76)
(0.61)
(0.64)
15
11
43
17
16
27
31
25
28
23.7
4.68
4.76
4.64
4.32
4.43
4.56
4.44
(0.56)
(0.56)
(0.56)
(0.62)
(0.60)
(0.73)
(0.57)
4
2
5
22
15
9
12
9.7
4.33 (0.63)
3.92 (0.72)
4.34 (0.85)
3.39 (0.64)
4.63 (0.61)
3.99 (0.84
4.15 (0.70)
4.28 (0.66)
4.34 (0.68)
4.15 (0.63)
4.02 (0.66)
20
42
19
45
6
38
33
26
19
33
36
28.8
19
19
Number of Strong
Correlations of Competencies
(0.50 and above)
28
24
28
24
21
21
14
16
22
20
25
17
15
11
20
17
15
26
20
19
17
18
18
23
18
26
10
11
10 to 28
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4
5
6
7
8
9
10
11
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13
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15
16
17
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Puts out the best and expects to come out way ahead of
others (E)
Often comes up with original solutions to difficult problems
(C)
Carefully maps out all the steps of a solution or a course
of action (D)
Has a knack for making very persuasive presentations for
proposals for new projects or activities (B)
Has a fine sense of timing when it comes to introducing
changes or innovations (C)
Is great at spotting and seizing opportunities that are beneficial
to the organization (B)
Competencies Highly Correlated with Eight Strategic
Roles
Likes to take on new tasks and is quite at home in new
settings and with new people (B)
Can be counted upon to play his/her part in getting jobs done
(E)
Likes taking up challenges that come his/her way (E)
Has a knack for mobilizing the necessary resources for a
task even when resources are scarce (D)
Gets new projects going easily and quickly (B)
Competencies Highly Correlated with Seven Strategic
Roles
Sets demanding goals or targets for self, and strict deadlines
that stretches him/her considerably (E)
Is known to put across his/her points of view clearly and
persuasively (F)
In getting jobs done, has a knack for doing the right things
at the right time (A)
Seeks and accepts personal responsibility for getting a job
done (E)
Can visualize big goals and gets people excited about
achieving them (F)
Has a knack for building an effective team for implementing
a new project or activity (B)
Note: Letters within brackets refer to the category under which the
competency falls (Table 2).
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1
2
3
4
5
6
7
8
9
10
11
12
13
1
2
3
4
5
6
7
8
9
10
11
21
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Table 8: Role Set Specific Competencies (Core Competencies Specific to a Single Category of
Roles)
A
1
2
3
4
5
6
B
1
C
1
2
DISCUSSION
This study has identified a large number of competencies
that seem to contribute to managerial excellence. Figure
1 summarizes the major findings of the study. It shows
the six core competencies associated with the excellent
performance of strategic, operational, and leadership
roles of senior level managers in the Indian corporate
context. It also shows those competencies associated
only with excellence in performing specific sets of roles.
The six core competencies seem to be goodwillenhancing. Reliability earns the respect of colleagues as
does the capacity to mobilize scarce resources in tough
situations. Planning ability, ability to time initiatives
well, and the taking of personal responsibility earns the
goodwill of higher-ups. Team building for an initiative
yields the support of ones subordinates. These competencies seem especially useful for enabling the possessor
to earn goodwill, a goodwill that can be utilized for
playing effectively a variety of roles, including some
contentious ones. Emphasis on these competencies may
facilitate a lot more effective decentralization because
it would augment the general management capability
pool of the organization.
A significant finding of this study is that seniorlevel Indian corporate managers may be less adept at
playing leadership roles than at playing strategic and
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Excellence in
Playing Senior
Manager Roles
Strategic Roles
Operational
Roles
Leadership
Roles
Core Competencies
Specific to Operations
Roles
Ability to follow up on tasks
and getting them executed
effectively
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