The characteristics and behaviour of effective and ineffective managers
Degree GrantorUniversity of Canterbury
Degree NameDoctor of Philosophy
Recent reviews of the management literature have expressed concern over the lack of attention to the issue of effectiveness. This study addresses this deficiency by describing the characteristics and behaviours of effective versus ineffective managers in a large New Zealand public sector organisation (the Department of Social Welfare). Repertory Grid interviews were conducted with 89 respondents in four offices of the organisation. A panel of judges sorted the constructs into a questionnaire which was administered to a further 365 respondents, Analysis of the questionnaire data reduced the 170 items into 20 scales descriptive of the characteristics and behaviour of most and least effective managers in the Department. Factor analysis of the scales revealed a three factor structure, suggesting that effective managers require ability in the conceptual, interpersonal and technical areas, Both the scales and the factors demonstrated a high degree of interaction, lending support to previous research findings that emphasize the holistic, and interactive nature of managerial work. Significant variations in emphasis on the scales and factors were apparent between lower and more senior level respondents. The thesis concludes by considering the implications of these findings for management education and development and recommending avenues for further research.