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Managerial effectiveness: an Indian experience

Umesh Kumar Bamel (School of Business Management, SVKM’s Narsee Monjee Institute of Management Studies, Mumbai, India)
Santosh Rangnekar (Department of Management Studies, Indian Institute of Technology, Roorkee, India.)
Peter Stokes (Chester Business School, University of Chester, Chester, UK)
Renu Rastogi (Department of Humanities & Social Sciences, Indian Institute of Technology, Roorkee, India)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 2 March 2015

Abstract

Purpose

The purpose of this paper is to conduct an investigation into the interaction of three factors: ownership (public and private sector organizations), gender (male and female), and level of manager (senior, middle, junior) in relation to the concept of effectiveness in the Indian context.

Design/methodology/approach

The study is based on a data set of primary responses from 200 Indian executives. Exploratory and confirmatory factor analysis was employed to retrieve and validate the instrument. Finally, 2×2×3 factorial ANOVA (GLM) was performed.

Findings

First, the study proposes a valid and reliable measure of managerial effectiveness. Second, the interaction pattern of predictor variables in relation to managerial effectiveness provides further insights.

Practical implications

Through its empirical evidence the study offers insight into issues of managerial effectiveness and provides suggestions for managerial action.

Originality/value

The study attempted to gather the views of executives regarding issues of productivity, adaptability and flexibility as constructs of managerial effectiveness. Last, comparative analysis of different categories of managers (based on gender, organizational position, and institutional ownership status) provide an understanding of these issues in the Indian context.

Keywords

Citation

Bamel, U.K., Rangnekar, S., Stokes, P. and Rastogi, R. (2015), "Managerial effectiveness: an Indian experience", Journal of Management Development, Vol. 34 No. 2, pp. 202-225. https://doi.org/10.1108/JMD-10-2012-0129

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited