Managerial qualities and operational performance: a proposed model

Abstract

Purpose

The purpose of this paper is to examine the need for consensus on a model that encapsulates the relationship between the manager and the effective operational performance of leisure facilities. This is particularly relevant for Australian local government sports and leisure centres.

Design/methodology/approach

On‐site and postal questionnaires from 140 managers, 71 peers, and 277 staff were collected and analysed to develop an empirical model of the relationship between Australian sports and leisure centre managers and the performance of their operations.

Findings

This study proposes an initial path model of eight predictive variables, including the managerial qualities of the manager and their relationship with the operational performance of their centre.

Practical implications

The proposed model provides a new basis for reviews and changes to current practice in the development of managers, and of professional practice in this context.

Originality/value

Unlike copious studies of managers, this study includes empirical testing of a model that links the relationship between the manager and an organisation's performance; this is relatively rare in the literature.

Citation

Crilley, G. and Sharp, C. (2006), "Managerial qualities and operational performance: a proposed model", Measuring Business Excellence, Vol. 10 No. 2, pp. 4-18. https://doi.org/10.1108/13683040610668666