The Competencies Used to Assess the Effectiveness of New Zealand Managers

<p>Research on the competencies required by effective New Zealand managers is lacking. This thesis addressed this deficiency by identifying the competencies managers use to assess the effectiveness of managers across organisations and industries in New Zealand. The research was carried out in two parts. First, repertory grid interviews were conducted with 225 chief executives and senior managers from 75 organisations. They described the constructs that differentiated their effective and less effective senior managers. Six independent people categorised the interview constructs, which were incorporated in a questionnaire. In the second part of the study, 185 managers from two organisations rated a manager they regarded as effective on the constructs, as well as their overall effectiveness. The questionnaire analysis revealed a six-factor managerial effectiveness model. One main factor (interpersonal Skills) contributed over 40% of the variance. The five other factors (Conscientious and Organised, Strategic Behaviour, Problem-Solving, Drive and Enthusiasm, and Honest Feedback) contributed between 1.6% and 6% of the variance. The factors were similar to non-New Zealand competency models and the frequently cited Big Five personality factors. The implications of these findings are discussed, as well as issues related to identifying and implementing competencies.</p>