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The purpose of this paper is to empirically compare managers with employees in other occupations on Big Five and narrow personality traits to identify a distinctive personality profile for managers.

An archival data set representing employees in a wide range of business sectors and organizations was utilized to compare trait scores of 9,138 managers with 76,577 non-managerial employees. Profile analysis (PA) with MANOVA and analysis of covariance was used to compare managers and non-managers on Big Five traits Openness, Conscientiousness, Extraversion, Agreeableness, and Emotional Stability; and narrow traits Assertiveness, Optimism, Work Drive, and Customer Service Orientation.

As hypothesized, compared to non-managers, managers had significantly higher scores across nine traits, all of which correlated significantly with managerial career satisfaction.

Although job tenure and managerial level are not examined, the findings align with managerial competence models, the Attraction-Selection-Attrition model, and vocational theory and raise questions for research on the adaptive value of these traits for managers’ satisfaction and effectiveness.

The results carry practical implications for selection, placement, training, career planning for managers, and particularly for their professional development.

A distinctive personality profile for managers clarifies the occupational identity of managers, which contributes to public and professional understanding of managers and their roles.

This study is original in reporting an empirical, theoretically grounded personality profile of managers that includes both Big Five and narrow traits.

Personality profiling in today’s business world has become an essential organisational development practice targeted at identifying a set of employees' traits, which differentiate an employee from one another. Given the assumption that personality traits form an essential indicator of developing the potential of an individual workforce, possible to establish how employees function in a certain job role and their suitability for the particular tasks in an organisation. This study aims to explore the relationship between personality traits, assessment centres (ACs) quality and management development in Nigeria telecommunication organisation among its managers.

The study employed multi-stage sampling techniques and further stratified the hierarchy of the management and finally used a simple random sampling strategy on each stratum. A combination of 482 managers in Nigerian telecommunication organisations participated in this study. The study investigated 12 hypotheses and 1 mediating postulation. Multiple scales were adapted to measure dimensions of endogenous and exogenous variables along the path of mediating variables of the study. The study employed a cross-sectional survey approach to administering the research instrument across all the departments among the managers of the organisations. A structural equation model of assessment was used to analyse the data collected from managers of the telecoms organisations.

The outcome of the study was significant, 10 of the postulated hypotheses were found to be significant while 3 were not significant. The study revealed that a combination of openness to experience, conscientiousness, neuroticism, agreeableness and extraversion personality have no significant relationship with the AC. Also, employees who are high in neuroticism like being emotionally unstable did not find a significant relationship with the AC. In a similar situation, the combined effect of all the big-five personalities was not significant in management development among the managers of the telecommunication industry. The AC is discovered to mediate between personality traits and management development. Individually, the big-five model finds a significant relationship with AC and management development, respectively.

The study is restricted to managers of the Nigerian telecoms industry alone and not all the entire workforce. It adopted cross-sectional analysis to make an inference on all the managers of the organisations. The implication is that the period of the view of a particular point in a sequence of the event may not be representative. Another implication is that the results from the cross-sectional design are for the relationship, and they do not indicate causation.

In practice, this study has shown that personality profiling is important to managing organisational behaviour to highlight a set of traits of employees suitable for peculiar roles. This study implies that personality elements constitute a vital signal of the potential development of the workforce. It helps to illuminate an individual functioning style in a certain task situation, therefore determining both professional and managerial suitability in performing a given role.

Using the concept of disconfirming communication to define interpersonal mistreatment, the purpose of this paper is to explore the impact of specific negative managerial communication behaviors on employee emotions, while taking into account both leader-member exchange (LMX) and employee trait negative affect (NA).

In all, 275 working adults completed surveys about their managers’ confirming and disconfirming communication and their own emotional responses to these communications.

The positive relationship between disconfirming managerial communication and employee negative felt emotion was reduced when LMX was high and was increased for employees with high trait NA personalities.

While the cross-sectional design exposes the study to potential common method bias, a priori and post hoc procedures minimized this risk, confirming it has a negligible impact on the results.

Study insights and the new instrument, the confirming/disconfirming managerial communication indicator can be used to train managers to be better communicators, thereby improving organizational effectiveness.

Drawing attention to the nature and emotional impact of disconfirming managerial communication may reduce its occurrence and lead to improved employee mental health with resultant positive effects for society.

Unlike previous studies of interpersonal mistreatment and managerial communication, the authors focus explicitly on the effect on employee emotion and explore confirming and disconfirming communication, and the moderating roles of LMX and trait NA.

This paper examines the effects of managerial optimism on corporate cash holdings.

The authors construct a novel measure of managerial optimism based on the linguistic tone of annual reports by applying a Naïve Bayesian Machine Learning algorithm to non-numeric parts of Vietnamese listed firms' reports from 2010 to 2016. The paper employs firm and year fixed effects model and also uses the generalized method of moments estimation as robustness checks.

The authors find that the cash holding of firms managed by optimistic managers is higher than the cash holdings of firms managed by non-optimistic managers. Managerial optimism also influences corporate cash holdings through internal cash flows and the current year’s capital expenditures. Although the authors find no evidence that optimistic managers hold more cash to finance future growth opportunities in general, optimistic managers hold more cash for near future investment opportunities than non-optimistic managers do.

The novel measure proposed in this study is expected to provide great potential for future finance studies investigating the relation between managerial traits and corporate policies since it is applicable for any levels of financial market development. In addition, the findings highlight the important role, both direct and indirect, of managerial optimism on cash holdings. Related future research should take this psychological trait into account to gain a better understanding of corporate cash holding.

This paper helps to extend the literature on managerial optimism measurement by introducing a new measure of managerial optimism based on the linguistic tone of annual reports. Furthermore, this is among the first studies directly linking annual report linguistic tone to cash holding. The paper also provides new evidence regarding how managerial optimism affects the relationship between the firm's growth opportunities and cash holding, given that mispricing corrections are naturally uncertain.

Using Schein’s Descriptive Index (SDI), this paper aims to first examine gender role stereotypes and requisite managerial characteristics among Irish business students over a 10-year period. Then, the paper investigates whether there have been changes in gender role stereotypes during this period and subsequently unpack the reasons behind any changes recorded.

In total, 1,124 students from the same business student population rated men, women and managers in general, using SDI. Data was collected first during the academic year 2008–2009 and again in 2018–2019 to determine stability or change in gender role stereotypes and requisite managerial characteristics. Intraclass correlation coefficients scores were computed to determine the relationship between gender and requisite managerial characteristics and identify differences and similarities between the two samples. To explore the content of gender stereotypes, an examination of the specific descriptive items was conducted by performing a factorial analysis using Duncan’s Multiple Range Test. Finally, the authors adapted the scales developed by Duehr and Bono (2006) to determine whether broad gender stereotypic characteristics with respect to communal and agentic, attributed to men, women and managers, differ by sample.

The overall findings indicate changes in the extent of gender role stereotyping of the managerial role among the male cohorts studied. The subsequent analysis of the descriptive items identified that the change among the male cohort is due to the levels of agency they perceive women to now possess.

The authors contribute to the literature on both gendered and managerial stereotypes by showing changes in the pro-male stereotype of the managerial role and contribute to the existing debate on a shift towards a more androgynous view of leadership.

These findings help understand the content of gender role stereotypes that recent graduates bring with them to their first job post-graduation. The observed changes in the level of agency ascribed to women by their male counterparts could prove to be an important step forward for women’s advancement to managerial positions.

The findings indicate that both male and female cohorts in Sample 2 perceived men and women in general to possess the same levels of communal and agentic traits as their managerial counterparts.

The purpose of this paper is to improve the understanding of the relationship between the manager and growth in small firms, through a review of earlier research.

A review of articles published during the last 25 years is carried out in order to answer the question: How does the top manager influence growth in small firms?

Three key relationships are identified: between growth and, respectively, managerial traits and characteristics, managerial intentions, and managerial behavior or roles. The diverse findings in the literature are contradictory and give a paradoxical picture of the impact of the manager. A deeper analysis of the results from the review, supplemented with leadership theory, yields a better understanding of small‐firm growth with a special focus on the behavior of the manager.

This paper problematizes the complexity in managing small‐firm growth, and can be further empirically validated by using multiple methods including qualitative ones such as observational studies.

The findings have a bearing on education and policy implications. If a behavior can be identified that promotes small firms' growth, education and policy implications can be developed in line with these results.

In small firms there seems to be a general consensus that managers do influence the performance of small firms, but so far there has not been a systematic review of earlier empirical research, that is done in this paper. From this review, a more complete picture of how managers influence growth in small firms is presented.

The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. The paper aims to address these issues.

The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields.

Four criteria of micro firm managerial capability emerge from micro firm managerial traits in the literature namely, leadership; strategic thinking; problem solving and people relationships. The review also shows that micro firms are embedded in three resource pools which include stakeholder ties; the local community and the proximate market environment. Micro firm managerial capability is argued to emerge from the interaction of the managerial capability criteria and the resources in a process mediated by the resource based and dynamic capabilities perspectives from the strategic management literature.

A gap in the academic literature is identified and the proposed theoretical model is presented to address this deficiency in the literature. Future empirical research is recommended.

This proposed model will allow practitioners to better conceptualise and design programmes that will assist companies in developing managerial capabilities to innovate. Deep links between hotel industry practitioners and the academic community will enable the effective dissemination of the research.

Hotel micro firms play an important social and economic role. There has been little research into how they innovate and specifically into managerial capability for innovation in context. The present research uses conceptual research to map the field and identify critical avenues for future research.

This paper aims to examine the relation between managerial ability and stock price crash risk, conditional on managerial overconfidence. In addition, conditional on managerial overconfidence, the authors investigate the effect of managerial ability on firms’ choice of bad news hoarding channels, which result in a stock price crash.

Using a sample of 24,289 firm-years from companies listed on Compustat and CRSP from 1994 to 2018, the authors conduct panel regression analysis.

The authors find that managerial ability is positively associated with stock price crash risk only when managerial overconfidence is high. Furthermore, the authors find that managerial ability seems to exacerbate (attenuate) the bad news withholding by the overconfident managers using the earnings guidance (earnings management) channel. The authors find limited evidence that high-ability managers are likely to withhold bad news through the overinvestment channel and “other channels” when managers are overconfident. Finally, the authors find that the joint effect of managerial overconfidence and managerial ability on firms’ crash risk is more pronounced when there is a material weakness in firms’ internal controls, high investor belief heterogeneity and high information asymmetry. However, this effect appears to dissipate during the recent financial crisis in 2008.

This research reveals that managerial ability is costly to firms by engendering bad news hoardings and stock price crash risk when managers are overconfident. It also sheds light on how managerial overconfidence and managerial ability affect managers’ choice of bad news withholding channels and stock price crash risk. Finally, the paper is of practical value to the board of directors in selecting the prospective executives.

In this chapter, we review recent work examining the influence individual executive characteristics exhibit on acquisition behavior, often in service of their private interests. In doing so, we outline the findings of this limited research, explore possible alternative explanations and factors, and discuss several novel data collection and methodological techniques that scholars have advanced in the upper echelon context, in recent years. As we discuss, we believe that researchers can more fruitfully explore the underlying personal, psychological, and social factors that motivate acquisition activity, by augmenting current techniques with these methodological innovations.