JBRMR
Online ISSN 2056-6271 ICO Registration Number: ZA522255
Accepting submissions

Article Details

Volume 13 Issue 02

Measuring management and leadership competencies of business school educated managers in South Africa

Published: 07 Dec 2018 Issue:Volume 13 Issue 02 Dec 2018 Author details below

Ahmed Shaikh

Regent Business School, Durban, South Africa & NWU Potchefstroom Business School

Christo A Bisschoff

NWU Potchefstroom Business School North-West University, South Africa

Christoff J Botha

NWU Potchefstroom Business School North-West University, South Africa

Download PDF Reading View How to Cite BibTeX / RIS XML Metadata JSON Metadata View Issue
Share

Article Metrics Report

Views, downloads, citations, engagement

Cited by

Current citation count

Research summary

          This paper explores a model to measure managerial and leadership competence of business school educated managers. It starts by reviewing the literature on general management and leadership, seeking to establish a broad theoretical framework to guide this study. After statistically ensuring that the respective theoretical measuring criteria selected do measure the specific management and leadership competency, the paper then presents a model to measure management and leadership competencies. The final model has a total of eleven management and leadership competencies. These are Personal Value System, Career Awareness, Ethical and External Influences, Leading Change, Cultural Sensitivity, Team Building, Strategic Leadership, Conflict Management, Communication Skills, Global Leadership Mindset and Emotional Intelligence. This paper goes on to statistically measure the management and leadership competencies while also determining if the demographic variables influence the management and leadership competencies in any way. Also, the paper seeks to determine if any significant correlations exist between management and leadership competencies.  The results of this study are of value to business school educated managers who aim to improve their managerial and leadership skills.  It is also of value to researchers and scholars who intend to explore this avenue of managerial and leadership competency models further.  

Article History

Published 07 Dec 2018

How to Cite

Shaikh, A., Bisschoff, C. A., & Botha, C. J.. (2018). Measuring management and leadership competencies of business school educated managers in South Africa. Journal of Business and Retail Management Research, Volume 13 Issue 02.

Citation Context

Archive cited by No internal citing article yet
Reference depth 84 sources listed
DOI record DOI not listed
Citation signal 7 recorded citations

APA

Shaikh, A., Bisschoff, C. A., & Botha, C. J.. (2018). Measuring management and leadership competencies of business school educated managers in South Africa. Journal of Business and Retail Management Research, Volume 13 Issue 02.

MLA

Shaikh, Ahmed, et al.. "Measuring management and leadership competencies of business school educated managers in South Africa." Journal of Business and Retail Management Research, Volume 13 Issue 02, 2018.

Chicago

Ahmed Shaikh, Christo A Bisschoff, and Christoff J Botha. "Measuring management and leadership competencies of business school educated managers in South Africa." Journal of Business and Retail Management Research Volume 13 Issue 02 (07 Dec 2018).

Harvard

Shaikh, A., Bisschoff, C. A., & Botha, C. J. (2018) Measuring management and leadership competencies of business school educated managers in South Africa. Journal of Business and Retail Management Research, Volume 13 Issue 02

References

  1. Achadinha, N., Benedict, E., Boshoff, S., Flotman, A.P., Taljaard, J., Van der Walt, A., Van Noordwyk, A. & Vermeulen, W. (2015). General management. Pretoria: Van Schaik. 
  2. Alvesson, M. & Svenningson, S. (2003). Managers doing leadership: the extra‐ordinarization of the mundane. Human Relations, 56(12):1435‐1459.
  3. Analoui, F. & Hosseini, M.H. (2001). Management education and increased managerial effectiveness: The case of business managers in Iran. Journal of Management Development, 20(9):785-794. 
  4. Anderson, E. (2012). Are leaders born or made? https://www.forbes.com/sites/erikaandersen/2012/11/21/are-leaders-born-or-made/#f4a82fe48d56 Date of access: 10 October 2017.
  5. Aruda, W. (2016). 9 Differences between being a leader and a manager. 
  6. https://www.forbes.com/sites/williamarruda/2016/11/15/9-differences-between-being-a-leader-and-a-manager/#7cff01c74609 Date of access: 10 October 2017.
  7. Ayers, K.  (2015).  A gift of inspiration. Five leadership skills that increase engagement. 
  8. http://www.agiftofinspiration.com.au/stories/ leadership/Five.shtml Date of access: 30 March 2015.
  9. Bagraim, J., Cunningham, P., Potgieter, T. & Viedge, C. (2016). Organisational behaviour. 4th ed. Pretoria: Van Schaik.
  10. Basson, S.  (2014).  Measuring the effect of loyalty programmes on a leading pet food brand. (Dissertation – MBA). Potchefstroom: North-West University. 
  11. Bedeian, A.G. & Hunt, J.G. (2006). Academic amnesia and vestigial assumptions of our forefathers. Leadership Quarterly, 17(2):190-205. 
  12. Biro, M. (2014). Management and leadership competence is a leadership commitment. 
  13. http://www.forbes.com/sites/meghanbiro/2014/03/30/employee-engagement-is-a-leadership-commitment/  Date of access: 30 March 2015.
  14. Bisschoff, C.A & Hough, J.  (1995).  Retaining the competitive edge in SA organised agriculture through customer service management. First Asian annual management conference, Academy of management, Penang, Malaysia, 6-7 December.
  15. Bisschoff, C.A. & Moolla, A.I.  (2015).  A simplified model to measure brand loyalty of fast-moving consumer goods. Journal of Humanities, 55(4):652-664.
  16. Bisschoff, C.A. (2017). A longitudinal view of the attitudes on business ethics of South African managers: trends from 2007 to 2016. Journal of Humanities, In press. 
  17. Bolden, R. (2007). Trends and perspectives in management and leadership development. Business Leadership Review, 4(2):1-13.
  18. Boyatzis, R.E. & Case, A.R. (1989). The impact of an MBA programme on managerial abilities. Journal of Management Development, 8(5):66-77.
  19. Boyatzis, R.E. & Ratti, F. (2009). Emotional, social and cognitive intelligence competencies distinguishing effective Italian managers and leaders in a private company and cooperatives. Journal of Management Development, 28(9):821-838. 
  20. Brocklehurst, M., Grey, C. & Sturdy, A. (2009). Management: the work that dares not speak its name. Management Learning, 41(1):7-19. 
  21. Burns, J.M. (1978). Leadership. New York, NY: Harper and Row. 
  22. Buttigieg, S.C. & West, M.A. (2013). Senior management leadership, social support, job design and stressor-to-strain relationships in hospital practice. Journal of Health Organisation and Management, 27(2):171-192.
  23. Camuffo, A., Gerli, F., Borgo, S. & Somià, T.  (2009).  The effects of management education on careers and compensation: A competency‐based study of an Italian MBA programme. Journal of Management Development, 28(9):839-858. 
  24. Cornellissen, J (2017). Corporate Communication: A Guide to Theory and Practice.  5th ed. London: Sage. 
  25. Cortina, J.M. (1993). What is coefficient Alpha? An examination of theory and applications. Journal of Applied Psychology, 78(1):98-104.
  26. Craven, P. (2010). Ethical perceptions: management versus production at a large multinational seed company. (Dissertation – MBA). Potchefstroom: North-West University.
  27. De Wit, B. (2017). Strategy: an international perspective. 6th ed. Hampshire: Cengage. 
  28. Dissanayake, N. (2016). Are good managers born or made? http://www.sundaytimes.lk/141005/business-times/are-good-managers-born-or-made-120309.html Date of access: 10 September 2017.
  29. Edunote. (2017). Why leaders are born but managers are made. https://iedunote.com/leaders-are-born-managers-are-made Date of access: 10 September 2017.
  30. Edwards, G., Schedlitzki, D., Turnbull, S. & Gill, R. (2015). Exploring power assumptions in the leadership and management debate. Leadership & Organisation Development Journal, 36(3):328-343. 
  31. Edwards, G.P., Winter, P.K. & Bailey, J. (2002). Leadership in management. Nature or nurture? Turning to the military in the leadership debate. Strategic Direction, 18(8):10-12. 
  32. Field, A.P. (2009). Discovering statistics using SPSS. 3rd ed. London: Sage.
  33. Fields, Z. & Bisschoff, C.A. 2013a. A model to measure creativity in young adults, Journal of Social Sciences, 37(1):55-67.
  34. Fullerton, S. & Bisschoff, C.A. (2013). Ethical predisposition of business students: using the results from 12 countries to compare attitudes on six continents. 7th International Business Conference, Mahe, Seychelles. 
  35. Fullerton, S. (1993). The ethical predisposition of our next generation of business and community leaders. In Roberta Good (ed.), Proceedings of the Atlantic Marketing Association, (March), (pp. 317-323).
  36. Fullerton, S. and Neale, L. (2008a). Comparing the ethical predisposition of university students in five English-speaking countries: An examination of 14 questionable business practices. In W. Riecken and D. Shepherd (eds.), Proceedings of the Association of Marketing Theory and Practice, 17, 144-152.
  37. Fullerton, S. and Neale, L. (2008b). Comparing the ethical predisposition of university students in five English-speaking countries: An examination of 14 questionable consumer actions. In W. Kehoe and L. Whitten, (eds.), Proceedings of the Society of Marketing Advances, 57, 193-194.
  38. Fullerton, S., Bisschoff, C. A. and Fields, Z. (2017). A look at the ethical predispositioning of future South African Business leaders regarding potential misbehavior on both sides of the buyer-seller dyad. In J. Fowler (ed.), Proceedings Society for Marketing Advances, 3-7 November 2017. Louisville, KY.
  39. Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4(1):75-91. 
  40. Gill, R. (2006). Theory and practice of leadership. London: Sage. 
  41. Gleeson, B. (2016). Combining visionary leadership and great management achieves winning results. https://www.inc.com/brent-gleeson/the-fundamental-differences-between-leadership-and-management.html Date of access: 10 September 2017.
  42. Grint, K. (2005). Problems, problems, problems: the social construction of leadership. Human Relations, 58(11):1467-1494. 
  43. Hoffman, R. (2016). Interview: Paypal and LinkedIn. Boston, MA: Harvard Business Review. 
  44. Horan, L. (2013). 6 Tips for successfully measuring management and leadership competencies. http://www.businessbee.com/resources/operations/6-tips-for-successfully-measuring-employee-engagement/ Date of access: 11 April 2015.
  45. House, R.J. & Aditya, R.N. (1997). The social science study of leadership: quo vadis?.  Journal of Management, 23:409-474. 
  46. Imandin, L. (2015). Developing a Conceptual Framework to Analyse Engagement and Disengagement in the Workplace. (Thesis - PhD). Potchefstroom: North-West University. 
  47. Imandin, L., Bisschoff, C.A. & Botha, C.J. (2016). Confirmatory analysis of the model to measure employee engagement. Problems and Perspectives in Management, 14(2):93-103
  48. Insala.  (2015). How to engage employees. http://www.insala.com/how-to-engage-employees/ Date of access: 15 March 2015.
  49. Kakabadse, A.P. & Kakabadse, N. 1999. Essence of leadership. London: Thomson International.
  50. Kent, T.W. (2005). Leading and managing: it takes two to tango. Management Decision, 43(7/8):1010‐1017. 
  51. Kotter, J.P. (1990a). What leaders really do. Harvard Business Review, 68(3):103.
  52. Kotter, J.P. (1990b). A force for change: How leadership differs from management. New York, NY: Free Press.
  53. Lewis, R., Donaldson-Feilder, E. & Tharani, T. (2012). Managing for sustainable management and leadership competencies: developing a behavioural framework. http://www.cipd.co.uk/binaries/managing-for-sustainable-employee-engagement-developing-a-behavioural-framework_2012.pdf Date of access: 22 March 2015.
  54. Lussier, R.N. & Achua, C.F. (2013). Leadership: Theory, application, & skill development. 6th ed. Mason, OH: South-Western. 
  55. McClelland, D.C. (1973). Testing for competence. American Psychologist, 28(1):1-14, January.
  56. Mintzberg, H. (2004). Enough leadership. Harvard Business Review. November. https://hbr.org/2004/11/enough-leadership 
  57. Mintzberg, H. (2005). Managers, not MBAs: A hard look at the soft practice of managing and management development. San Francisco, CA. Berrett-Koehler. 
  58. Mintzberg, H. (2008). Mintzberg’s 10 managerial roles. 
  59. http://management.atwork-network.com/2008/04/15/mintzberg%E2%80%99s-10-managerial-roles/ Date of access: 5 May 2017.
  60. Mintzberg, H. (2009). Managing. San Francisco, CA: Berrett-Koehler.
  61. MMG. (2013). Management Study Guide. Management and leadership competencies and Employee Retention. http://www.managementstudyguide.com/employee-engagement-employee-retention.htm Date of access: 5 May 2017.  
  62. Mullins, L.J. (2010). Management and organisational behaviour. 9th ed. London: Financial Times Prentice Hall. 
  63. Naidoo, K. (2011). Stress management and its impact on work performance of educators in public schools in KwaZulu-Natal. Potchefstroom: North-West University (Thesis - PhD).
  64. Nanus, B. (1992). Visionary leadership: creating a compelling sense of direction for your organisation. San Francisco, CA: Jossey-Bass. 
  65. Nienaber, H. (2010). Conceptualisation of management and leadership. Management Decision, 48(5):661-675.
  66. Northouse. P.G. (2016). Leadership: Theory and Practice. 7th ed. Thousand Oaks, CA: Sage.
  67. Pfeffer, J. & Fong, C. (2004). The business school "Business": Some lessons from the U.S. experience. Working Paper No. 1855. https://www.gsb.stanford. edu/faculty-research/working-papers/business-school-business-some-lessons-us-experience Date of access: 5 May 2017.
  68. Robbins, S.P. & Judge, T.A. (2012).  Organisational behavior. 15th ed. New York, NY: Prentice Hall.
  69. Rowlands. (2006). Rowlands International Survey Results on perceptions between managers and employees. http://www.rowlandsonline.com/images/result_survey_ri_01.pdf Date of access: 5 May 2017.
  70. Salim, S.F.  (2011).  An assessment of brand loyalty of banking clients.  (Thesis – PhD). Potchefstroom: North-West University. 
  71. Shaikh, A.  (2013).  Management competence measurement for business school educated managers.  Durban: Management College of South Africa. (Dissertation - MBA).
  72. Shuck, B. & Reio, G. (2013).  Management and leadership competencies and Well-being: A moderation model and implications for practice. Journal of leadership and Organisational Studies, 21(1):43-58.
  73. Sinclair, A. (2007). Leadership for the disillusioned. Sydney: Allen & Unwin.
  74. Sinh, R.  (2016). Competencies: descriptions, indicators and examples. 
  75. https://education.alberta.ca/media/3272998/competency-indicators-september-30-2016.pdf Date of access: 10 October 2017.
  76. Smit, P., Botha, T. & Vrba, M. (2016). Management principles. Cape Town: Juta.
  77. Thekiso, T.A.  (2011).  Management skills measurement of business school educated managers in the North West and Vaal triangle areas. (Thesis - PhD). Potchefstroom: North-West University.
  78. Truxillo, D.M., Bauer, T.N., & Erdogan, B. (2016). Psychology and work: Perspectives on industrial and organisational psychology. New York, NY: Routledge.
  79. Tucker, R.C. (1968). The theory of charismatic leadership. Daedalus, 97(3):731-756. 
  80. Varela, O., Burke M. & Norbet, M. (2013). The development of managerial skills in MBA programs: A reconsideration of learning goals and assessment procedures. Journal of Management Development, 32(4):435-452.
  81. Walters, N. (2016). 17 of the biggest differences between managers and leaders.  
  82. http://www.businessinsider.com/biggest-differences-between-managers-and-leaders-2016-3 Date of access: 5 May 2017.
  83. Yukl, G. & Lepsinger, R. (2005). Why integrating the leadership and management roles are essential to organisational effectiveness? Organisational Dynamics, 34(4):361-375.
  84. Zaleznik, A. (1977). Managers and leaders: Are they different? Harvard Business Review, 67-78.
     

Related Articles

The impact of the Qatar blockade on customer relationship management
The impact of total quality management practices on business performance in the telecommunication sector
Leadership framework informed by the Samurai and Ubuntu leadership approaches
Examining the effects of automation and AI on unemployment in the United Kingdom: Evaluation from a management approach

Browse Articles

AI anxiety and consumer identity: Emotional responses to intelligent systems through the identity-aligned emotional model — quantitative evidence from a mediterranean high -uncertainty-avoidance consumer sample
Impact of heat waves on Spanish tourism demand
Colour and consumer buying behaviour in the UK fashion industry
The impact of the Qatar blockade on customer relationship management
Nexus between sustainable brand equity and behavioural outcomes: The moderating role of age
Understanding the impact of reward and recognition, work life balance, on employee retention with job satisfaction as mediating variable on millennials in Indonesia
Organizational culture and job satisfaction: a study Of organized retail sector
Retail turnover clauses in an online world
How to win back the disgruntled consumer? The omni-channel way
Brand awareness of 'generation y' customers towards doughnut retail outlets in India
AI anxiety and consumer identity: Emotional responses to intelligent systems through the identity-aligned emotional model — quantitative evidence from a mediterranean high -uncertainty-avoidance consumer sample
Impact of heat waves on Spanish tourism demand
Colour and consumer buying behaviour in the UK fashion industry
The impact of the Qatar blockade on customer relationship management
Nexus between sustainable brand equity and behavioural outcomes: The moderating role of age