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Understanding Management Performance
Author(s) -
Robertson Ivan,
Gibbons Patrick,
Baron Helen,
MacIver Rab,
Nyfield Gill
Publication year - 1999
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.00107
Subject(s) - conscientiousness , agreeableness , personality , psychology , big five personality traits , flexibility (engineering) , sample (material) , social psychology , set (abstract data type) , competence (human resources) , applied psychology , computer science , extraversion and introversion , management , chemistry , chromatography , economics , programming language
Current models of the factors underlying management performance make use of a variety of variables at different levels of analysis. A framework is presented in which variables of three different types are linked together. Using data from a sample (n = 437) of British managers this article explores relationships between personality factors (using the big‐five factors), work competencies and managerial performance. Results from the analyses reveal a set of underlying competency factors, which show different patterns of correlation with two facets of performance: current proficiency and promotability. In turn, these factors and the facets of performance show relationships with the big‐five personality factors. Current proficiency is more closely related to competencies of organization, specialization and analysis – competencies more likely to be displayed by people who are conscientious and introverted. Promotability is linked more closely to competencies concerning action/motivation, flexibility/sensitivity and communication – competencies more likely to be displayed by people who are extroverted with lower conscientiousness and agreeableness.