Results 251 to 260 of about 699,264 (313)

Managerial Self‐efficacy and Managerial Performance

British Journal of Management, 1993
SUMMARYSome of the main features of Bandura's self‐efficacy concept are presented. The importance of the concept to the work organization and to individual performance is discussed. A field study is described. The first part of the study involved the development of parallel versions of a scale to assess managerial self‐efficacy.
Ivan T. Robertson, Golnaz Sadri
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Managerial competencies and the managerial performance appraisal process

Journal of Management Development, 2001
Uses survey research to investigate two general questions concerning managerial competencies and performance appraisal: whether a set of managerial competencies currently being used by organizations to describe successful managers can be identified; and whether organizations are appraising these same competencies as part of their managerial performance
Steven E. Abraham, Lanny A. Karns, Kenneth Shaw, Manuel A. Mena   +3 more
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Managerial ownership and performance

Journal of Business Research, 2009
Abstract This study revisits the classical debate about the nature of the relationship between managerial ownership and corporate performance by using a semi-parametric estimation approach. The semi-parametric approach helps sidestep concerns associated with the potential misspecification of parametric models (e.g., the arbitrary choice of a fixed ...
Florackis, Chrisostomos, Kostakis, Alexandros, Ozkan, Aydin   +2 more
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Conscientiousness and managerial performance

Journal of Occupational and Organizational Psychology, 2000
Recent research has provided clear evidence that personality factors are associated with job performance. The construct of conscientiousness has been shown to be a particularly promising predictor of overall job performance. Some authors have proposed that conscientiousness might be the ‘g’ of personality and predict performance in
Ivan T. Robertson, Helen Baron, Patrick Gibbons, Rab Maciver, Gill Nyfield   +4 more
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Assessing managerial performance

Executive Development, 1989
Considers some recent research on understanding and improving managerial performance. Reports on findings of a recent survey that asked executive managers what it is that distinguishes the excellent or effective performer from the merely average or ineffective performer.
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Managerial Efficiency, Managerial Succession and Organizational Performance

Managerial and Decision Economics, 1997
Data envelopment analysis (DEA) is used to create a measure of managerial efficiency in an attempt to reassess the conflicting theories concerning the impact of organizational performance on manager succession, and the counter-theories concerning the impact of manager succession on organizational performance.
John L. Fizel, Michael P. D’Itri
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High Performing Managerial Teams

Leadership & Organization Development Journal, 1984
The successful management of work teams is a key factor in the effectiveness of any organisation. We have found that managers have different approaches to making their team successful. However, they agree that the end purpose must be to achieve a winning combination in which the individuals work together to achieve the task objectives.
Charles Margerison, Dick McCann
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Alcohol and managerial performance.

Journal of Studies on Alcohol, 1994
Effects of alcohol intoxication at .05 and .10 breath alcohol concentration upon a number of validated indicators of managerial performance were investigated in a double-blind crossover placebo-controlled simulation design. Managers (N = 48) spent 2 days handling quasi-experimental (partially event-controlled) tasks that permitted realistic managerial ...
S, Streufert, R, Pogash, J, Roache, W, Severs, D, Gingrich, R, Landis, L, Lonardi, A, Kantner   +7 more
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Managerial Perceptions of Performance

Journal of Cross-Cultural Psychology, 1986
In a cross-cultural experiment the research sought to identify emic theories of individual and group influences on the performance control process. Results suggested that both Japanese and American managers have a Rational Man theory of the individual in the control process. However, differences occurred in their theory of group functioning: Americans
Jeremiah J. Sullivan, Teruhiko Suzuki, Yasumasa Kondo   +2 more
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