Managerial activities, competence and effectiveness: manager and subordinate perceptions

Abstract

Abstract Using a typology of managerial behaviour developed by Luthans et al. (1988), manager and subordinate perceptions of managerial activities were obtained to ascertain the links between performance of these activities and perceived managerial effectiveness. Frequency of task performance was essentially unrelated to perceived competence, but how well managers performed in various tasks (particularly motivation and reinforcement of subordinates, and decision making) predicted subordinate ratings of managerial competence. Disciplining and planning emerged as the most prominent contributors to subordinate ratings of section effectiveness. Consistent with Luthans' model of managerial effectiveness, perceived quality and quantity of section functioning were linked with different managerial behaviours. These findings support the utilization of Luthans' typology and highlight the importance of examining the differential impact of a range of manager activities on different facets of organizational effectiveness. Further research is required to examine the environmental conditions within organizations which serve as mediators of the relationship between managerial activities and effectiveness.