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This study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the central role the integrator performs with its critical observing and reflective learning function.

The current study investigated the spatial configuration of Quinn's original eight operational roles and Vilkinas and Cartan's ninth role to each other. A total of 100 middle managers participated in a 360° feedback program that sought responses from 928 of their “significant others”. Multiple discriminate scaling (MDS) was used to determine the spatial representation of the ICVF.

The results of the MDS found that the ICVF was a two‐dimensional, four‐quadrant model. However, one of the dimensions from the CVF, stability‐flexibility, was retitled to reflect more truly the roles that anchored this dimension. It was anchored by people‐task focus. The integrator, as predicted, was found to have a pivotal role for managers. In addition, three of the operational roles – producer, director and coordinator – combined to form a consolidated role called the “deliverer”.

The model needs to be further researched for gender and cultural differences. In addition, the spatial maps of effective and ineffective managers need to be compared.

The paper assists managers to gain a clearer understanding of managerial roles, their interrelationships to each other and how to apply them more effectively. The paper would also be of value to those charged with the responsibility for the selection and development of managers.

This paper clarifies the relationship between the paradoxical roles in the ICVF. It also further develops our understanding of the role of the integrator with its critical self‐analysis and reflective learning capability and the central role it plays in the development of effective managers.

This study sets out to investigate the leadership roles, the predictors of leadership effectiveness for Chinese managers, and the relative effects of gender and rater differences on perceived leadership roles. The study is important as it seeks to investigate whether a leadership model (the Integrated Competing Values Framework) developed for Western cultures explains the leadership behaviours of Chinese managers.

Using a 360° feedback method, the data for the study were collected from 49 middle managers and 142 of their significant others (boss, peers and staff). The data were submitted to a repeated measures ANOVA, with role displayed and position as the within‐subjects factors and gender as the between‐subjects factor, to determine whether there were any significant main or interaction effects. A standard multiple regression was performed, between the effectiveness as the outcome and the leadership roles. This was followed by a forward regression analysis.

The empirical evidence shows significant differences in the extent to which the leadership roles were displayed. Chinese managers were focused most on getting the job done (deliverer) and monitoring performance (monitor) followed by developing staff (developer) and developing networks (broker). Being innovative (innovator) was the least displayed leadership role. The managers showed moderate reflective capability (integrator) and moderate effectiveness. They rated themselves higher than did their bosses, peers and staff. Their bosses also rated the managers' leadership behaviours higher than did the peers and staff. However, there was no significant difference between men and women in their leadership roles displayed or effectiveness. In the forward regression, the developer contributed relatively most to the prediction of effectiveness.

The study contributes to the literature on cultural and institutional effects on leadership behaviour and effectiveness. The findings show that cultural and institutional differences do significantly affect variability in leadership behaviour associated with leadership effectiveness.

The purpose of this paper is to understand what was important to managers of businesses in desert Australia, and in particular, what they needed for the businesses to be successful.

There were two studies. In Study 1, 88 managers of business in remote desert Australia were interviewed. In Study 2, 112 managers who had business in regional desert Australia participated in an on‐line survey.

In both studies, the respondents claimed that their businesses were reasonably successful. In Study 1, the interviewees said that making a living and seeing the business grow were important indices of success. In Study 2, customer/client satisfaction was the strongest indicator of business success. Factors such as safe and all‐weather roads, internet/e‐mail access and reliable power supplies were important to this success. The importance to business success of a number of leadership behaviours was also identified.

Future research needs to encourage a larger number of managers to participate. In addition, suppliers and customers of the businesses need to be included.

This is the first study in which managers were included, because normally, only owner‐managers are involved. It is also the first study of its kind to be undertaken in desert Australia.

Describes a 1988 study by Quinn which identified eight managerial roles that managers must display if they are to be effective. The eight roles are innovator, broker, producer, director, co‐ordinator, monitor, facilitator and mentor. Reports on the present study where 149 managers, of which 35 per cent were females, responded to a survey exploring the extent to which they displayed each of Quinn’s managerial roles. The self‐perceptions of all managers was that the female managers displayed co‐ordinator, monitor and mentor roles more than did male managers. For each manager, their staff, peers and boss were also asked to respond to the questionnaire. Their staff reported that their female managers displayed five roles (innovator, producer, director, co‐ordinator and mentor) more frequently than did the male managers. Peers reported a difference in two of the managerial roles: broker and mentor (females displaying each role more frequently). Bosses did not see the male and female managers differently. The managers and their peers reported that female managers were more effective than male managers. Concludes that these findings have significance for how managers need to interact with their staff and peers and the need for male managers to develop their managerial roles more if they are to be more effective.

Focuses on women managers and the competences which they need, if they are to be effective managers. Also addresses the question whether effective male and female managers need different competences. Finally, looks to the future for the competences required of effective managers in the twenty‐first century.

The Competing Values Framework (CVF) has been used in numerous settings to explain the various roles that managers need to display if they are to be effective. However, the original model lacks a role that represents how managers develop and learn by critically observing their current managerial behaviour and by reflecting on their effectiveness with a view to developing into more effective managers. The authors have developed an additional role, the integrator, to explain how managers might enhance their effectiveness in this regard. A total of 100 middle managers participated in a 360˚ feedback program that sought responses from 530 of their significant others. The results indicated that the integrator was a pivotal role for managers. This role was also found to be a strong predictor of effectiveness. The implications for managers are that they need to develop their ability to observe critically their own behaviours and to reflect on their observations in order to develop and improve on their managerial effectiveness

Presents details of a study identifying the performance determinants required of chief executive officers (CEOs) and senior managers. The study compares current findings in management competences (referred to here as performance determinants) with previous research in this field. Although previous research has identified such performance determinants, the bulk of the literature has focused on middle management rather than on senior management. Sixty‐six CEOs and senior managers in the public sector were interviewed. Preliminary analysis of the data indicated that there was little evidence of a generic model identifying the performance determinants for senior managers.

The Sixteenth Annual Report of the Equal Opportunities Commission for Northern Ireland argues that the enforcement of individual rights is a crucial pre‐requisite for change. There was a 28% increase in the number of legal complaints and enquiries dealt with during the year under review. The most marked increase was in the area of employment (34%). With the increasing influence of European law many of these complaints have led to the commencement of very complex actions.