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Managerial success as an academic concept has not been researched and explored adequately in the management literature. The purpose of this research paper is to identify and analyze a set of success indicators that the working managers value most in their professional life. Further, these selective managerial success indicators were prioritized for different managerial hierarchies in the Indian context.

The data analysis was carried out using the analytical hierarchy process (AHP) technique as the basis for the comparisons of the success indicators for various levels of managerial hierarchy as well as for the representing variables under each success indicator.

The results established the prioritization of the managerial success indicators for the senior, middle, and junior levels of managerial hierarchy. The aggregative analyses for the entire data set also prioritized the variables under each success indicator studied in this research.

The study has practical implications for the top management in terms of providing them with the definitive success indicators of the working professionals, hence helping them achieve success by suitably facilitating these factors. The recruitment specialists can select the incumbent managers with the individualized characteristics identified in this study that facilitate professional success.

This research has addressed a relatively unexplored area of managerial success in the Indian context and outlined a framework for the prioritization of success factors by the Indian managerial community.

The purpose of this paper is to assess the role of managerial performance in the success of men‐owned businesses (MOB) and women‐owned businesses (WOB) for Canadian and Israeli entrepreneurs.

A process‐oriented approach, a relatively overlooked perspective in this field, was used for this assessment. The methodology used was based on two national samples from Canada and Israel (n=235) which included mostly members of a private business networking organization. Questionnaires were distributed to the respondents; only entrepreneurs with at least one employee were included.

Multilevel analyses revealed that gender is significantly associated with some managerial functions, but except for the business longevity – it is not directly associated with measures of business success; nationality is associated with two measures of business success: turnover and growth. Women entrepreneurs, both Canadian and Israeli, ranked significantly higher in some functions of their managerial performance compared to their male counterparts.

This study's main implications are in deciphering the major role of managerial performance and nationality and the relatively marginal effect of gender in business success measures, implying that the gender gap in successful entrepreneurial businesses is decreasing. These findings can become foundations for better understanding broader entrepreneurship questions and practice‐based researched endeavors.

This paper's main contribution is in the identified need for developing training and education programs for entrepreneurs in the areas of managerial skills and practices; as well as in opening future avenues for cross‐national assessments of a process‐oriented perspective in these areas.

The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in the context of a public sector organisation in Malaysia.

The study utilised a cross‐sectional design and investigated these relationships indicated on a sample of 288 managers from the Malaysian public sector.

The study found that increasing internal visibility was related to monthly income and subjective career success. Managerial level moderated the relationships between some types of networking and objective career success.

The study was cross‐sectional in nature and involved a sample of managers from public sector organisations. However, there is scope to longitudinally investigate the impact of specific networking behaviours on both objective and subjective career success.

The study findings highlight the advantages that senior managers have in respect of networking opportunities and the importance of particular types of networking objective and subjective career success.

The study findings extend the knowledge of the value of networking and demonstrate that the relationships found in Western organisations also are true in Asian organisations and cultures and in public as well as private sector organisations.

The relationship between the personal value systems of managers and their managerial success was investigated for a national sample of Jordanian managers. The results of this study revealed that the personal value systems of the sampled managers are related to their success as managers. It was also found that there are differences between the personal value systems of more successful managers and those of less‐successful managers. While more successful managers have dynamic and achievement‐oriented values, less/successful managers have more traditional moral and religion values.

The purpose of this paper is to investigate the theoretical linear model on intelligence, i.e. emotional, social, cognitive, and cultural intelligence and its impact on managerial effectiveness and career success in the perspective of insurance sector of Pakistan.

Data collected from 202 managers of insurance companies by using structured questionnaires’ and simple random sampling technique. Multiple regression analysis has used to check the simultaneous effect of multiple types of intelligence on managerial job outcomes.

The results of research revealed that emotional, social, and cognitive intelligence have positive effect on managerial effectiveness and career success. Emotional intelligence is one of the strongest predictor that has significant impact of managerial effectiveness compared to other types of intelligence. Conversely, cultural intelligence has insignificant relation with managerial effectiveness and career success. There are very rare studies conducted to explore the role of multiple types of intelligence to improve managerial job outcomes in the context of insurance sector. This study proved that the transformation of business from production era to relationship-based era increases the importance of multiple types of intelligence to become an effective manager.

Moreover, this study contributes in theoretical literature and explores new dimensions for future researchers, practitioners’, and management consultants to recognize the effectiveness of intelligence especially in services sector organizations. Data collected from one sector and by using one point of time raised the issue of common method variance and causality.

This study has examined the overarching model on intelligence. Researchers did not find a single study that has addressed the multiple types of intelligence and its impact on managerial outcomes in the perspective of insurance sector.

The purpose of this paper is to develop a theoretical framework for measuring public sector managers' career success.

The theoretical foundation used in this study is social cognitive career theory. To conduct a literature search, several keywords were identified, i.e. career success, objective and subjective career success, managers, managerial career development and social cognitive career theory. Several electronic databases available in the university's library, such as Emerald, EBSCOHost, SAGE, Science Direct and Blackwell Synergy, were used to search for resources. Literature includes sources written in both English and Malay.

The four factors that have predictive potential on managers' career success are individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and the person‐environment fit factor. Career success should be operationalized using both objective and subjective career success.

The study was exploratory, based on a literature review. Empirical study is needed to examine the predictive potential of the four key factors (i.e. individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and person‐environment fit factor) for public sector managers' career success.

Strengthening the HRD framework through organizational development, personnel training and development and career development may develop and unleash individual potential which leads to positive career outcomes (objective and subjective career success).

The research constructs a theoretical framework which outlines the predictive potential of four key factors on public sector managers' career success. The four key factors can be developed through HRD practices.

This study aims to investigate the representation of women managers through a content analysis of related magazine articles within the hospitality industry in the Maldives. Evidence suggests an increase in the number of working women, yet there is relative neglect toward identifying issues involving women in the industry.

Both qualitative and quantitative approaches were used to content-analyze the narrative on the sampled articles from a Maldives-based hospitality magazine, Hotelier Maldives. Qualitative content analysis and quantitative methods report on the challenges faced by women managers and reasons for their success based on the narratives.

This study revealed that although women managers are underrepresented in management, there has been a broad increase in the participation of women within the industry. This study falsified the perception that gender is a limiting factor to hold senior positions in the hospitality industry and that increased participation of women managers may be driven by the changing social and cultural contexts.

This study is one of the first to examine how women managers are represented in hospitality magazines. Despite its relevance, previous tourism research has not focused on this kind of measurement.

Recent research has identified the major activities and factors that contribute to the success of managerial performance and growth. However, because of cultural differences, it is unwise to generalize such findings to the managerial population in Chinese societies. No comparable study of this sort has been carried out in the PRC. This research study seeks to find out what managerial success factors, as perceived by male managers in two regions in the PRC are the most influential in their rise to senior management positions. The study also compares factors perceived to be important in developing managers in Hong Kong and Guangdong.

The purpose of this paper is to explore how women managers in Lebanon account for their career satisfaction and construct their career success.

A review of literature along with a survey‐based quantitative approach is adopted for understanding the perception of the Lebanese Arab women to their career success. The questionnaire was administered to women participants in managerial and executive roles in different occupational sectors.

The findings suggest that despite the glass ceiling that the Lebanese women managers face, they perceived themselves as successful. However, their success was mainly attributed to their satisfaction with the subjective rather than the objective aspects of their careers.

The value of this paper is three‐fold. First, and in view of the Western focus of similar research, this study contributes to the understudied area of research of women managers and their careers in the Arab Middle East. Second, through empirical research stemming from Lebanon, this paper confirms the salience of the glass ceiling in the non‐traditional Middle Eastern research locale. Third, it challenges the widespread notion that the subjective and the objective dimensions of career success are correlated. Although the findings cannot be generalized to the entire Middle‐Eastern Arab region, they demonstrate important differences in the concept of self‐perceived subjective and objective career success.

The purpose of this paper is to evaluate how perceived career channels and career anchors are related to objective internal career success, and how subjective career success mediates the effects of objective success on employer satisfaction.

Data were collected using questionnaires, and hypotheses were tested on a sample of 800 engineers and managers. Of the sample, 35 percent were female and 67 percent worked in the private sector.

The findings show that the more respondents perceive that performance carries weight in promotion decisions, the higher their level of objective career success. In contrast, the importance placed on relations with the hierarchy has no significant influence. Respondents with a strong management anchor report greater objective career success, and those with a strong life style anchor report lesser objective career success, but greater success in life outside work. Finally, the findings indicate that job success is associated with greater satisfaction with employer, whereas life success is related to lesser satisfaction.

This study is based on a sample taken from one profession (engineers), in a specific cultural context. The cross-sectional research design precludes the inference of some causality conclusions.

Organizations may benefit from disseminating promotion attribution criteria and reducing perceptions of favoritism in reward allocation. In addition, this study shows that not only individuals but also the employer can benefit from greater positive interdependence between career success and life success.

This study represents the first comprehensive attempt to examine the role of perceived career channels and career anchors in objective and subjective career success.