Article review

"Managerial skills, mindsets, and roles: advancing taxonomy to

relevancy and practicality

Author

Jorje a ,Arevelo

Robert l laud

Matthew s johonson

Published by Jorge A. Arevalo on 25 March 2016.

Cambridge University Press and Australian and New Zealand Academy of Management

Review of Abstracted
Management research has been challenged by the altering realities of organization life, job roles,
and individual motivations that have long guided traditional theoretical thinking. The classical
frameworks regarding managerial performance requirements have been largely based upon
organizationally driven underpinnings. We propose a cognitive shift suggesting that individually
driven roles and desires are impacting the relevancy of conventional job requirements. Our study
analyzes the utilization of managerial skills, mindsets, and roles as perceived by 259 executives
representing nine industries and ~200 organizations. The results reveal that the interpretation and
application of managerial roles are primarily influenced by the individual’s intentions rather than
adherence to the current organizationally based theoretical taxonomy as taught by many business
schools. These findings illuminate the gap between the vast amount of effort researchers and
educators have expended on taxonomic precision and its questionable relationship to organizational
and individual learning and effectiveness. The theoretical and practical implications of these
findings are discussed along with recommendations to extend the current research

Introduction
According to researcher have provided abundant evidence that content knowledge alone is
not sufficient for hierarchical success, that is, job advancement or upward promotion.
However, other researchers have lamented the deficiency of empirical and applied research
that clearly defines the relationship between managerial roles and context . In this study, we
analyze the
conceptualization and utilization of managerial roles as perceived by contemporary managers
re pre- senting some 200 US companies and spanning a variety of industries. Our empirical
approach investigates whether existing role taxonomies taught in business schools hold
relevancy and practicality
for contemporary managers. We also investigate the foundational parameters of managerial
roles as related factors that may influence managerial engagement and ultimately
organizational performance.