Red cadres and specialists as modern managers: an empirical assessment of managerial competencies in China

Abstract

It was suggested that the Chinese managers' backgrounds affect the characteristics of their knowledge and skills, values and attitudes, and personal connections, which, in turn, influence their competencies in fulfilling various aspects of the required managerial responsibilities. Hypothesized positive effects of tertiary training on related dimensions of managerial competencies were not fully supported. The ‘ed cadres’ who lacked tertiary training reported superior capabilities in managerial tasks requiring empathy towards employees and ideological identity with the government as predicted. However, the upward and lateral connections supposedly enjoyed by the red cadres did not appear to result in managerial advantages.