MANAGERIAL TRAITS AND

SKILLS
 STOGDILL REVIEWS OF THE
EARLY RESEARCH
TRAITS SKILLS
Adaptable to situations Clever (intelligent)
Alert to social environment Conceptually skilled
Ambitious, achievement Creative
oriented
Assertive Diplomatic and tactful
Cooperative Fluent in speaking
Decisive Knowledgeable about the
work
Dependable Organized (administrative
ability)
Dominant Persuasive
Energetic Socially skilled
Persistent

Self-confident

Tolerant of stress
 MCCLELLANDS RESEARCH
ON MANAGERIAL MOTIVATION

Need for power

Need for achievement

Need for affiliation

 MINERS RESEARCH ON
MANAGERIAL MOTIVATION

Managerial motivation predicts

advancement in large organization:
Desire to exercise power
Desire to compete with peers
Positive attitude toward authority figure
 CRITICAL INCIDENT
RESEARCH ON COMPETENCIES

Effective managers:
Strong efficiency orientation
Strong socialized power orientation
Self confidence
Strong belief in self efficacy and internal
locus of control
Strong interpersonal skills
Strong conceptual skills
 LONGITUDINAL RESEARCH
WITH ASSESSMENT CENTERS

Predict advancement after 20 years:

Desire for advancement
Dominance
Interpersonal skills
Cognitive skills
Administrative skills

Measured in year 8, predict advancement in year 20.

Achievement orientation
Self confidence
Energy level
Need for security
 CCL RESEARCH ON
MANAGERS WHO DERAIL

Emotional stability
Defensiveness
Integrity
Interpersonal skills
Technical and cognitive skills
MANAGERIAL TRAITS AND
EFFECTIVENESS

High energy level and stress

tolerance
Self-confidence
Internal locus of control
orientation
Emotional maturity
Personal integrity
Socialized power motivation
Moderately high achievement
orientation
Low need for affiliation
 ExtraversionAgreeableness

Emotiona
Conscientiousnes l stability
s

Opennes
s to new
experien
ce
 MANAGERIAL SKILLS AND
EFFECTIVENESS

Technical skills

Conceptual skills

Interpersonal skills
 OTHER RELEVANT
COMPETENCIES

Emotional intelligence
Social intelligence
Systems thinking
Ability to learn
 SITUATIONAL RELEVANCE
OF SKILLS

Skills needed at different levels

Transferability of skills across
organizations
Requisite skills and the external
environment
EVALUATION OF TRAITS
RESEARCH