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The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.

Using a qualitative inquiry approach, 93 line-level hospitality employees were surveyed online regarding their experiences about the characteristics of good managers.

The research findings revealed five key themes of good managerial characteristics, including interpersonal skills, communication skills, supervisory skills, leadership skills, and positive personality and professionalism. Additionally, the root causes of these managerial characteristics were also analyzed. The good managerial characteristics were perceived to have developed from having worked under either a great manager or a terrible manager.

This study advanced the literature on managerial characteristics by confirming several existing categories from the viewpoint of hospitality industry employees.

Human resource managers should be considerate of these findings in terms of recruitment, hiring, and training, development, and promotion of employees in their companies.

This is one of the first studies to analyze the perceived reasons behind the development of these characteristics.

The purpose of this paper is to examine the gender role phenomenon and the stereotyping of requisite managers’ personal characteristics in the Greek society of today.

Data were collected quantitatively based on the informants’ perceptions on successful managers’ personality traits and according to the informants’ personality characteristics. Questionnaires were administered online to two separate convenience samples. Reliability analysis (Cronbach’s α) was employed for scale refinement, while intraclass correlation coefficient (r’) and t-test analysis examined the similarity of respondents’ responses across the items of the refined scale.

The results indicate that gender role stereotypes are challenged. It seems that the perceived managers’ personality is comprised of both agentic/masculine and communal/feminine characteristics and this perception is not perceived differently by men and women. This debates on whether the “glass ceiling” exists due to other determinants.

The study contributes to the literature on gender role stereotyping research and perceptions of managerial personality characteristics in Greece.

Individual factors associated with managers' organisational alcohol policy knowledge and inclination to initiate early alcohol interventions have been understudied. This study aims to examine differences in managers' policy knowledge and inclination across a range of socio-demographic, work-related and health characteristics, and it aims to examine the association between policy knowledge and inclination to intervene, net of these characteristics.

Questionnaire data were collected from 430 managers. Organisational alcohol policy knowledge and inclination to intervene were measured using a 5-point Likert scale ranging from 1 (very low) to 5 (very high). Socio-demographic, work-related and health characteristics included gender, age, education, managerial responsibility, years in current position, self-rated health and alcohol consumption. Associations were examined using multilevel ordinal regression analysis.

Managers with a greater number of employees demonstrated the highest level of organisational alcohol policy knowledge and were more inclined to initiate early alcohol interventions. Alcohol policy knowledge was associated with inclination to intervene, net of individual characteristics.

Considering how managers' characteristics might influence efforts to decrease hazardous alcohol consumption is potentially important when designing future workplace alcohol prevention programmes.

Several individual factors related to managers' organisational alcohol policy knowledge and inclination to initiate early alcohol interventions were identified, particularly managerial responsibility. However, the association between policy knowledge and inclination to intervene remained strong after accounting for these individual factors. Future studies should explore alternative explanations at the individual and organisational levels.

Prior research of the influence of “upper echelon” managers has confirmed the importance of matching the characteristics of senior executives with the requirements of their organizations’ strategies. Firms that achieved higher levels of strategy‐manager alignment at both the corporate and business unit levels were found to have correspondingly higher levels of organizational performance. This study extends prior research of the strategy‐managerial characteristics relationship to the functional level of the organization. Specifically, based on a sample of 196 managers from 98 companies, this study investigates whether manufacturing units pursuing dissimilar strategies are led by manufacturing managers with dissimilar attributes, and whether the strategy‐manager alignment is related to the performance of the manufacturing unit. Results provide evidence to support these hypothesized relationships.

This paper aims to explore whether individual intellectual capital of a fund manager allows mutual fund to outperform market.

The sample includes 85 Russian equity funds for the period of 2013. First, Jensen’s alpha for each fund has been calculated, and then cross-sectional regression analysis has been used. While only a part of fund managers publish biographic sketches, the authors use the Heckman procedure to control for self-selection issues.

The results support the idea that the individual characteristics indicate the possibility to earn abnormal alpha. Managers with economic education and with Moscow education perform better than others. Relationship between both fund performance measures and manager’s experience has inverted U-shape. Jensen’s alpha reaches its highest level at the point of 9 years, whereas beta – at 10 years of manager’s experience.

Investigation can be improved by including more variables that influence the disclosure of managers’ personal information, for example, by conducting surveys. Additionally, cross-sectional data restrict the analysis.

The discovered characteristics of managers’ intellectual capital can be used as additional screening tool for the investor who is deciding on mutual fund choice in Russia. While individual intellectual capital is observable and more persistent in time in comparison with the past fund performance, such tool allows better decision-making.

This is the first paper that explores which characteristics of Russian fund managers are connected with higher abnormal return (measured by Jensen’s alpha) and risk (beta) of mutual funds.

The purpose of this paper is to investigate a farm manager’s personal characteristics (personality, age, education, objectives, experience, etc.) as drivers of debt payback success and rates. Traditionally bankers have used historic business statistics, and equity levels, to assess loans and credit worthiness. It is hypothesised that a managers’ personal characteristics are likely to be a better predictor of future debt payback performance.

The literature was searched to isolate the managers’ personal variables likely to determine debt payback. The information led to defining a quantitative model based on the theory of planned behaviour (TPB) which was hypothesised as determining payback rates where a choice was available. A postal random stratified survey of NZ owner operator farm managers provided the data to test the model and define its parameters using regressions, structural equation modelling and statistical comparisons.

The modelling results make it clear a manager’s personal characteristics are highly correlated with debt payback and, logically, are very likely to be the drivers. Four random effects equations and a comparison of high- and low-debt payback managers led to this conclusion.

Bankers should use the managers’ personal characteristics, as defined in the regressions, alongside traditional measures when assessing farm business loan requests. This approach is opposite to the traditional methods using mainly historic data.

The use of the TPB in assessing debt payback is a new and novel approach showing how enduring personal characteristics can be used in assessing proposals, and particularly, entrepreneurs’ adventurist investments in situations where historic data are not available.

Managers’ perceptions of flexibility in manufacturing were investigated in a research case study conducted at six Swedish companies within the engineering industry. The goal of the study was to establish which factors managers considered to be important for manufacturing flexibility and how companies and managers perceived flexibility. The size of the company, the complexity of the products and the level of technology used in production were factors found to be important for issues concerning manufacturing flexibility. The findings have implications for both managers and researchers. Managers should be aware of the lack of conformity in the perception of flexibility within companies and its possible consequences. Gives researchers suggestions based on this study, for further research in manufacturing flexibility.

This research has the purpose of examining whether personality preferences and type from the Myers‐Briggs Type Indicator (MBTI) are related to managerial derailment.

This study is within the context of field research, using 6,124 managers undergoing leadership development processes. Survey methodology was used to assess a manager's self‐ratings of MBTI type and preference, and observer ratings (peer, boss, direct report) of managerial derailment characteristics.

Different MBTI preferences of managers are likely to display derailment characteristics as judged by observer perspectives. In an exploratory manner, the MBTI preferences and types are also examined in accordance with different managerial derailment clusters.

The MBTI's conceptual foundation and psychometrics may be viewed as a limitation, and other personality theories like “The Big Five” could be used. Limitations of the study also include the fact that managers going through a leadership development process may be different to managers in general, and derailment characteristics do not necessarily mean actual managerial derailment.

Regardless of MBTI type or preference, managers can decrease their chances of managerial derailment through examining job fit, increasing self‐awareness, and through other mechanisms mentioned in the paper.

This study is unique, since MBTI preferences and types could signal whether managers display derailment characteristics to their co‐workers. Additionally, this paper gives insight into how managers can prevent derailment, regardless of their MBTI type and preference, thereby having special value for managers and those who study managerial development.

This study aims to examine the gender pay gap in organizational leadership positions in China. The author seeks to analyse how much of the gap is explained by differences in individual characteristics and how much is explained by firm characteristics.

This study estimates pay functions based on a unique data set from a survey of private firms and top managers in Liuzhou, Guangxi, China.

Female managers receive much lower pay than male managers in China. A larger portion of the gender earnings gap can be attributed to firm‐level characteristics than individual characteristics. Female managers tend to have fewer firm‐level characteristics that are associated with higher pay, and when they do, they tend to receive a smaller pay premium for those characteristics. This is especially the case for the firm size variable where female managers are less likely to be employed in higher paying large firms, and when they are, they receive a smaller firm‐size premium.

This study uses a sample of small and medium‐sized enterprises (SMEs) in China. As such, the gender pay gap in larger firms or firms in large cities (e.g. Beijing or Shanghai) may not be represented by the findings of this study.

This study offers insights on how women executives are paid after they cross the “glass ceiling” and enter the managerial ranks in China. Female executives should be aware of the effects of firm characteristics on gender differences in compensation.

This study adds to the limited empirical literature on the gender pay gap among top executives using a matched establishment‐manager data set in China.

The aim of this paper is to investigate whether those involved with recruitment/selection (RS) react differently towards male and female trainee managers.

Measures of the perceptions towards trainee managers were collected from 440 managers and professionals involved in recruitment/selection (RS).

It was found that males were seen to have more stereotype male management characteristics than females. Female (RS) perceived female management trainees as possessing more male management characteristics than did male (RS).

The stereotype of the management trainee held by male (RS), with its emphasis on “male characteristics” would suggest females do face an unequal struggle in their careers. It is argued that male management characteristics, whilst possibly appropriate for organisations with a hierarchical structure, may not be as appropriate for the participatory organisational structure, which is becoming more common. Suggestions are made to help develop management skills for both male and female trainees.

This article gives the perceptions of people who recruit male and female trainee managers and will be of interest to employers and employees alike.