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In 1984 the authors conducted a survey of general managers in Christchurch, New Zealand, to learn how they approached their work. The managers were asked to respond to a questionnaire listing ten different facets of managerial work. The methodology and findings are presented in this article in the hope that they may be useful to other groups of general managers. The questionnaire will enable managers to identify areas of their work which they may under‐or over‐emphasise. This in turn may reflect potential development needs, or suggest different ways in which the work can be handled.

It is crucial for hospitality organisations to develop sustainable leadership by regularly re-evaluating the competencies and skills required by their senior managers and leaders. In the context of this strategic talent management imperative, this paper aims to identify and map competencies required for the pivotal position of a hotel general manager to develop a holistic and relevant leadership competency framework.

Through secondary research, this study undertakes a detailed literature review of competency and leadership studies in the context of the hospitality industry to distil the essential competencies and skills required by a general manager.

This study proposes a leadership competency model for hospitality organisations in the form of a 43-item competency framework for hotel general managers categorised into four broad dimensions – cognitive competencies (knowledge), functional competencies (skills), social competencies (attitudes and behaviours) and meta competencies (motives and traits).

The proposed competency model, once empirically tested for robustness, could serve as a blueprint for hospitality organisations to develop their own organisation-specific competency framework for senior leadership that could prove to be a keystone for integrated talent management practices. Further, educationists and trainers could use the findings of this study as inputs in designing curricula and pedagogical interventions to meet the industry’s future needs and expectations with regards to competencies of senior managers.

By aggregating competencies from earlier studies and synthesising and categorising them in accordance with a contemporary, hospitality industry-relevant typology, a comprehensive competency model specific for hotel general managers has been proposed.

The purpose of this study is to examine performance implications of general manager appointment in Sino‐US joint ventures, specifically whether there is a difference in outcomes when the appointment is made by the Chinese or American partner.

Using a structured questionnaire, data were collected from 94 managers representing US and Chinese partners in 67 international joint ventures (IJVs) based in China.

The results show that, when the general manager is Chinese rather than American, there is heightened conflict on daily personnel management issues, but not on strategic and contract issues, and the overall levels of partner satisfaction and relationship commitment decrease as well.

The research was based on small sample size and cross‐sectional design.

This article focuses on the general manager appointment as a control mechanism and explores its link to IJV performance. It identifies daily/personnel issues as a source of conflicts that are associated with the right to appoint the IJV general manager.

Examines the sources of stress associated with high levels of job dissatisfaction and mental health among practice managers and women general practitioners, and compares the job satisfaction, mental health and job stress among practice managers and women general practitioners. Women general practitioners (n = 75) and practice managers (n = 51) completed anonymous questionnaires. Lack of communication and co‐operation between colleagues and staff were the main sources of dissatisfaction and lack of mental wellbeing for both groups. In addition, wishful thinking coping factor was predictive of job dissatisfaction and mental ill‐health. There was no significant difference between practice managers and women general practitioners on the mental health scale. Women general practitioners experienced less job satisfaction with regard to the amount of work, and hours of work than the practice managers. There may be substantial benefit in initiating a support network system for these professionals.

This study elaborates on the process through which gender-diverse boards of directors increase representation of females in management positions. This study draws on the gender spillover effect to examine whether gender diversity on boards of directors significantly influences the number of women promoted to managerial positions. The authors also employ implicit quota theory to examine the interaction effects of female board directors and their related strategies to target female customers as a source of female talent on the promotion numbers of female managers.

The authors draw from female manager panel data surveyed and gathered by the Korean Women Development Institute (KWDI), a Korean government-sponsored research institution, for the period 2008–2014. The total sample, comprising 5 biannual waves, includes 906 Korean companies across four wage rates. The authors apply zero-inflated negative binomial regression analyses to examine the effects of gender diversity on board director positions and its interactions with strategies targeting female markets on the number of female managerial promotions.

The authors find that gender diversity on boards of directors is positively related to the number of female managers promoted. Furthermore, in corporations where gender is not relevant to firms' strategy and decision-making, broader gender diversity increases the number of female managers promoted at lower- but not higher-level positions.

The current study demonstrates the complex role of gender diversity in board director positions in initiating and promoting the career development of female managers. On the one hand, gender diversity in board director positions has spillover effects on women's representation in management positions. On the other hand, female board directors impede the career progress of senior female managers to maintain their status in quotas when the female market is not critical to firms' competitiveness. Therefore, it is crucial to integrate two different concepts about gender diversity—the gender spillover effect and implicit quota theory—that elaborate on the effects of gender diversity in board director positions on female manager promotion numbers.

The purpose of this paper is to clarify whether there are differences in the implementation of quality management (QM) and the results achieved, based on the position of the person responsible for QM and his/her strategic priorities.

Data from 256 firms that have implemented QM are collected. A multigroup analysis with LISREL is employed to contrast the hypotheses using a sample of general managers on the one hand and of quality managers on the other.

This study shows that QM is stronger implemented when it is headed by the general manager than by the quality manager. The authors also find that in both samples of general managers and quality managers, only one of the three strategic priorities analyzed, cost orientation, shows a positive effect on financial results. When the influence of QM on financial results is considered, the relationship is significant just in the case of the sample of quality directors.

The limitations of the analysis performed suggest lines of research that can substantially enrich the analysis of the role of management in the implementation of QM systems. A first step would be to expand the study sample, since the subsample for general managers was not very large. Gathering more recent data could contribute to strengthening the results obtained and to identifying additional explanatory variables. For example, information on functional experience or training could clarify the strategic focus adopted by managers.

This study highlights that the general manager's commitment to quality confers greater credibility in the rest of the organization. Although the general managers impose greater implementation of QM, they do not perceive that this influences the financial results achieved directly. The incorporation of strategic priorities in this study also shows that the perception of differentiation in marketing in firms that have implemented QM is similar both for quality managers and for general managers. However, the former (quality managers) also show that differentiation in innovation has a positive effect on QM.

Literature has shown an indisputable consensus on the relevance of leadership and the commitment of top management to the success of QM, but few studies provide more in‐depth specific knowledge of the characteristics and actions developed by the person who leads the commitment to quality. This study tackles the role of the manager responsible for QM in the firm, based on his or her functional position, whether general manager or quality manager. It contributes by investigating how a manager's strategic priorities condition the level of QM implementation, as well as the financial performance achieved.

This paper describes the research conducted in relating the emotional competencies of individual general managers to the key performance outputs under their direct control. The Bar‐On Eqi is the tool used to test emotional intelligence, and the participants in the study are a group of managers operating in the pub restaurant sector of the leisure industry in the UK. Evidence was found of correlation in key areas of profit performance relating to the emotional intelligence pattern of the general manager.

This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.

This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental paths influence turnover among executives.

By combining job analysis and competency assessment with sequence analysis, the authors utilize HR analytics to analyze the work experiences of 53 general managers spanning 57 years (n = 2,742), encompassing various roles, job requirements, and 20 executive competencies attached to over 1,000 positions.

This study's findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, the authors identify that a more complex developmental path tends to reinforce executives' competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover.

By employing HR analytics to analyze empirical data embedded in job and organizational contexts, this study sheds light on the critical role of timing and complexity of work experiences in executive development. It also offers practical implications for firms seeking to optimize their leadership pipeline and reduce executive turnover by leveraging HR analytics effectively.

The importance of CEOs (chief executive officers) is not to be underestimated and this paper seeks to identify the problems in law of definition and thus liability of CEOs.

This paper draws upon the legislative and judicial experiences of China and compares them to those of the USA.

Since an owner and a manager become “the principal‐agent relationship” in the enterprise, the manager's “moral venture question” is inevitable. With the development of corporate governance structure, CEOs appear, thus people begin to take care of CEOs’ legal status and legal liability. A CEO has not only a manager's authority of office, but also some part of authorities of board of directors and president, so a CEO's legal position is higher than that of a manager. Because the questions caused by CEOs are increasing, it is necessary for us to draw lessons from American Corporate Law Reform, to revise our Corporate Law, to make definite CEOs’ legal status and to strengthen CEOs’ legal liability.

The findings will hopefully influence reform and development in this area in China.