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The changing nature of managerial skills, mindsets and roles: Advancing theory and relevancy for contemporary managers

Published online by Cambridge University Press:  07 December 2015

Robert Laud ,
Jorge Arevalo  and
Matthew Johnson
Robert Laud*
Affiliation:
Department of Marketing and Management Sciences, Cotsakos College of Business, William Paterson University, Wayne, NJ, USA
Jorge Arevalo
Affiliation:
Department of Marketing and Management Sciences, Cotsakos College of Business, William Paterson University, Wayne, NJ, USA
Matthew Johnson
Affiliation:
Teachers College, Columbia University, New York, NY
*
Corresponding author: [email protected]
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Abstract

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.

Keywords

management educationmanagement effectivenessmanagerial competencies
Type
Research Article
Information
Journal of Management & Organization , Volume 22 , Supplement 4 , July 2016 , pp. 435 - 456
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2015 

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