Managerial Effectiveness

A model of effective management is developed based on criticism of prior two-factor models. We identify six specific skills and explore their theoretical contributions. Both self-and others' evaluations of the skills are incorporated. The model is tested using both employees' attitudes and performance as measures of managerial effectiveness. Results of the analysis indicate that others' evaluations of skills are better indicators of employees' attitudes than self-evaluations. In addition, the results support that a complex set of relationships exists among self-and others' evaluations, employee attitudes, and managerial performance. Explanations for these complex relationships are discussed. D 2002 Elsevier Science Inc. All rights reserved.

The purpose of this paper is to investigate the theoretical linear model on intelligence, i.e. emotional, social, cognitive, and cultural intelligence and its impact on managerial effectiveness and career success in the perspective of insurance sector of Pakistan. Data collected from 202 managers of insurance companies by using structured questionnaires’ and simple random sampling technique. Multiple regression analysis has used to check the simultaneous effect of multiple types of intelligence on managerial job outcomes. The results of research revealed that emotional, social, and cognitive intelligence have positive effect on managerial effectiveness and career success. Emotional intelligence is one of the strongest predictor that has significant impact of managerial effectiveness compared to other types of intelligence. Conversely, cultural intelligence has insignificant relation with managerial effectiveness and career success. There are very rare studies conducted to explore the role of multiple types of intelligence to improve managerial job outcomes in the context of insurance sector. This study proved that the transformation of business from production era to relationship-based era increases the importance of multiple types of intelligence to become an effective manager.  Moreover, this study contributes in theoretical literature and explores new dimensions for future researchers, practitioners’, and management consultants to recognize the effectiveness of intelligence especially in services sector organizations. Data collected from one sector and by using one point of time raised the issue of common method variance and causality. This study has examined the overarching model on intelligence. Researchers did not find a single study that has addressed the multiple types of intelligence and its impact on managerial outcomes in the perspective of insurance sector.

Historically, managerial effectiveness is a vital construct, which has been acknowledged by management practitioners in corporate and by researchers in academia. Synchronically, workplace spirituality is another key issue that has been recognised as a valuable concept in the organisational and management context; however, the concept lies in its infancy and neophyte stage, and there is a dearth of empirical studies in this newly developing area. Keeping these views in mind, this study is an attempt to explore the relationship between workplace spirituality and managerial effectiveness among Indian managers. Data have been collected through the questionnairebased surveys. On the basis of correlation and regression analysis, results indicate that workplace spirituality can be recognised as a key driver of managerial effectiveness. Further, findings may also be helpful to organisations in developing spirituality at workplace to enhance managerial effectiveness.

Lecturers are one of  the keys of success in the higher education  system  process which is expected  to improve broadly in the quality of education. This study aims to determine the effect of managerial effectiveness, work environment, and self-development on work engagements. The population of this study is lecturers who have a National Lecturer Registration Number at the College of Economics, with a population of 377 lecturers and a sample of 200 lecturers, with a proportional random sampling technique. The data analysis technique in this study used Structural Equation Modeling (SEM) and data processing used Partial Least Square-Structural Equation Model (PLS-SEM) software. The results of the study showed that (1) managerial effectiveness does not have direct effect on work engagement, (2) work environment has positive direct effect on work engagement, (3) self-development has positive direct effect on work engagement (4) managerial effectiveness has positive direct effect on work environment, (5) managerial effectiveness does not have direct effect on self-development, (6) work environment has positive direct effect on self-development.