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While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. The purpose of this paper is to advance the understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the parallel underlying dynamic and influence of social cognitive frameworks and adaptive self-regulation mechanisms.

The study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modeling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses.

The results of the study identify that RE dimensions, i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. These findings advance the understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME.

The empirical results of this study suggest that RE-related components may be used as means to boost employee effectiveness.

The study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy, i.e. RE and ME.

The purpose of this paper is to measure the impact of organizational culture on managerial effectiveness of academic leaders to enhance employee engagement and retention in higher educational institutions. This study utilizes “Social Exchange Theory (SET)” as a theoretical lens to clarify the phenomena.

This study uses an exploratory cum descriptive research design. Data collected via a structured questionnaire was analyzed and interpreted through structural equation modeling.

Organizational culture is found to have a significantly positive impact on managerial effectiveness. The findings also delineate a positive influence of managerial effectiveness on employee engagement and employee retention.

This study provides insights into the cultural neuances and subtleties of how organizational culture influences managerial effectiveness of institutional leaders. This has a direct bearing upon work engagement and retention of employees. Therefore if leaders focus on organizational culture they will succeed in creating a productive and healthier workplace for their employees. This study is also addressing the strategic concern of sustainability in higher educational institutions through employee engagement and retention.

It is an original work based on primary data to bridge the research gap concerning the prevalent OC shaping ME in Indian higher educational context. It also enriches understanding about alignment of cultural dimensions towards achieving work engagement, and retention of employees through managerial effectiveness of leaders in higher education institutions.

The purpose of this research paper is to identify the non-financial e-procurement performance measures and find out whether these non-financial performance measures are leading indicator of impact on firm financial performance by adoption of e-procurement in terms of reduction in production cost.

The research model has been tested with the data collected from target procurement professionals in India. Structural equation modelling has been used for testing conceptual model hypotheses including mediation. The phantom model approach for testing multiple mediators has deployed.

The present empirical study found that non-financial performance measure of e-procurement, namely, transparency, coordination, efficiency and effectiveness are leading indicators of the impact of e-procurement adoption on production cost. This paper suggests that managers should try to design the e-procurement platform or opt for third party platform which reduces transaction cost to a minimum for enhanced coordination, work on transparency policy with maximum disclosure of information for enhanced transparency and ask for a fast and responsive system for enhanced efficiency and effectiveness.

This study, first time, attempted to identify non-financial performance measures of e-procurement and tried to understand how these intermediate non-financial performance measures impact the firm financial performance. The interdependence of non-financial performance measures has also been explored, and the research model has been developed to empirically examine the interdependence of these financial measures and its impact on production cost.

The twenty-first century manifests two of the challenging issues about achieving Sustainable Local Economic Development (SLED) and turning to environmental sustainability through Green Job Creation (GJC). The study examines that not only are both challenges are urgent, but they are also intimately linked and will have to be addressed together. It also finds out that further factors like Managerial Effectiveness (ME) and Public Policy Effectiveness (PPE) affect GJC.

The study uses qualitative and quantitative methods by utilizing primary data collected through designing questionnaires answered by random executives and citizens of three governorates; Cairo, Alexandria and Beni-Suef. These governorates are chosen because they represent different Egyptian geographic areas, i.e. the capital of Egypt, lower and Upper Egypt, where there are numbers of industrial zones with many heavy polluting industrial activities that exist.

The study showed that there is a lack of effectiveness and efficiency in applying common international standards in GJC’s strategies in Cairo, Alexandria and Beni-Suef. Additionally, it is highly recommended that the three governorates enhance the exploitation of their economic resources. Quantitatively, the study showed a positive and statistically-significant connection between SLED and GJC, alongside with a positive and statistically-significant connection between ME and GJC.

The study provides empirical evidence about the main requirements in designing an efficient framework for achieving eco-friendly local economic activities and suggesting practical solutions to obstacles that face local strategies regarding the study’s variables.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-01-2020-0012

The last few decades have been notable for the considerable attention which managers and their effectiveness have received. However, despite copious writing and concern for this illusive organizational phenomenon, mostly in the developed world, still a great deal of confusion and concern surrounds the subject. Recently, however, attention has been drawn to the importance of the role of the public sector, particularly its senior managers and executives, towards the realization of the growth and development of the developing world. This paper is based on the findings of a research project which was funded by the Economic and Social Committee for Overseas Research (ESCOR), and The Department of International Development, and which has been carried out in the Ministry of Environment and Science and Technology, in Ghana. The study has aimed to identify the causal and behavioural influences which determine the managerial effectiveness of senior managers in the public sector. The results point to the presence of clusters of factors which constitute “parameters” of effectiveness at work. These include the managers’ “perception”, “awareness”, “competency skills”, “needs” and “motivation” and the inherent “constraints and demands” which determine senior managers’ effectiveness. It is concluded that a better understanding of the subject requires attention being paid to the managers’ “choice” and their “meaningful actions”, within an open system context.

The purpose of this study is to examine the relationship between mentoring, managerial effectiveness and demographic variables. Being in a mentoring relationship offers a low-cost experiential learning, encourages diversity and inclusion, helps in expanding professional associations and boosts engagement. The use of mentoring programs can achieve this to a larger extent by making managers effective.

The study was administered on 350 middle-level managers, representatives of five private sector banks in Delhi/NCR. Variables in the study were assessed using validated instruments. Descriptive statistics, t-test, correlation and hierarchical regression were used for data analysis.

The study depicts that mentoring has a positive and significant impact on managerial effectiveness. The research contributed in establishing that the demographic variables (gender and marital status) positively moderate the relationship between mentoring and managerial effectiveness.

Although the knowledge base and skillfulness of the young mangers are taken care by the way of organizational training, mentoring relationships complement it with added focus on personal directions to deal with minutiae of organizational processes. Mentors provide a critical linkage to an organization’s competitive advantage by helping expanding connections and networks of employees, and thereby, enhancing productivity which directly affects profitability. Managers and policymakers should chart out the mentoring plans, keeping in perspective the demographic variables, specially the gender of the mentee and the marital status.

This is a pioneer study contributing to the present reserve of knowledge and understanding of the subject by contextualizing the impact of demographic variables on mentoring and managerial effectiveness in Indian private sector banks.

Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation revolves around the capability of management to manage self, subordinates and relationships. However, very few research addressed this important phenomenon; this study aims to fill this gap by investigating the mediating role of Islamic work ethics between leadership styles and managerial effectiveness.

Data collection was done through a structured questionnaire, and the hypothesized relationships were tested with the help of SmartPLS.

Results of the statistical analysis showed that transformational and transactional leadership styles are positively associated with managerial effectiveness. Also, Islamic work ethics mediated the association between transactional leadership and managerial effectiveness, and however, no mediation effect of Islamic work ethics was found in the relationship of transformational leadership and managerial effectiveness

Although volumes of research have been conducted into the nature of management and leadership over the past 50 years or so, there have been significant shortcomings in terms of little attention having been given to the issue of managerial effectiveness, lack of generalizability of findings and lack of relevance and utility; thus, this study contributed to human resource management literature by providing a macro-level model to measure managerial effectiveness.

Various scams and swindles in banks demand effective supervision and competent workforce, as it involves with workplace accountability and undertaking customer support services. The purpose of this paper is to examine the managerial effectiveness of selected public, private and foreign banks in India.

In total, 467 questionnaires from (middle and top-level) managers of (five public, five private and five foreign banks) fifteen banks have been considered. The descriptive statistics, t-test and ANOVA are used to differentiate each sector of banks.

The significant difference denoted in terms of managerial effectiveness among banks. The results revealed that managers of public banks are action-oriented and receptive to feedback, whereas the manager of private sector banks embodies self-disclosure and perceptiveness. The correlates, namely, action-orientation, self-disclosure and receptivity to feedback evident significant among foreign banks.

The consideration and application of such correlates would surely help managers, decision-makers and practitioners to enhance their effectiveness. Human resource professionals can use these results to develop programmes and policies for better management.

The study is imperative as it compares the behaviour of managers of public, private and foreign banks individually. The findings demonstrate that correlates of managerial effectiveness significantly differ among the banks.

It has been observed time and again by researchers that one must be highly adaptive in order to be effective. Number of instruments are available, but most of them have been developed and then standardized on western population. To ensure utility of some of the well‐known instruments, it is imperative to testify them on Indian population. The present study is an attempt to re‐examine the factorial structure of the instrument developed by Mott.Design/methodology/approach – The work is based on a broad range of published works, including papers, books and reports.Findings – The findings have revealed that this instrument does not replicate its factors in totality, hence indirectly the impact of culture on managerial effectiveness. The study has established that the instrument developed by Mott does not replicate its factorial structure in Indian context. The original version had three factors, such as productivity, flexibility and adaptability, whereas the present study has shown that there are only two factors, such as functional effectiveness and personal effectiveness in the Indian context.Originality/value – Of value for functional effectiveness and personal effectiveness in the Indian context.

The purpose of this paper is to assess the individual and joint influence of three distinct external leadership behaviors (i.e. networking, representing, and external monitoring) on workgroup performance and managerial effectiveness.

Data were gathered by surveying subordinates of 233 managers in various types of organizations.

The results of multiple regression analyses indicated that external monitoring and representing were positively related to subordinate perceptions of workgroup performance and managerial effectiveness. The effects of networking depended on a leader’s use of the other two external behaviors.

Understanding why a leader is effective in a particular context requires examining joint effects and different patterns of external behavior (Yukl, 2012). Past research on external leader behavior only examined one of the specific behaviors or examined a broadly defined behavior that included more than one of the three specific behaviors. The study provides new insight into the independent and joint effects of the three external leadership behaviors on managerial effectiveness and workgroup performance.