Original Research

CEU.gif Evaluating the roles and competencies that are critical considerations for management development

Patsy Govender, Sanjana B. Parumasur
SA Journal of Industrial Psychology | Vol 36, No 1 | a835 | DOI: https://doi.org/10.4102/sajip.v36i1.835 | © 2010 Patsy Govender, Sanjana B. Parumasur | This work is licensed under CC Attribution 4.0
Submitted: 04 June 2009 | Published: 03 June 2010

About the author(s)

Patsy Govender, University of KwaZulu-Natal, South Africa
Sanjana B. Parumasur, University of KwaZulu-Natal, South Africa


Orientation: If managerial roles/competencies are evaluated in an organisation, shortfalls in managerial functions can serve as areas for management development thereby enabling the potential to create master managers.

Research purpose: This study assesses the extent to which the current management cadre in a public sector division possesses the eight managerial roles/competencies (mentor, facilitator, monitor, co-ordinator, director, producer, broker, innovator) needed for effective management with the aim of identifying areas for management development. It also aims to assess whether the managerial roles relate to each other.

Motivation for the study: In order to avoid a ‘hit and miss’ approach to management development it is important to assess managerial roles/competencies to effectively identify areas for enhancement.

Research design, approach and method: The empirical analysis entailed data collection through the use of questionnaires, administered to a sample of 202 from a population of 400 managers, drawn using the stratified random sampling technique, thereby generating a 51% response rate. Data were analysed using descriptive and inferential statistics.

Main findings: The results indicate that managers in this public sector division are fulfilling the managerial roles in varying degrees, though not optimally. They do not display optimal paradoxical capability and behaviour complexity. Furthermore, the eight roles/competencies are interconnected. Managerial level, age and race were found to influence the extent to which managers possess and display various competencies.

Practical/managerial implications: The interconnectedness of the managerial roles/competencies implies that effective leaders should be ambidextrous in a figurative sense. Based on the results, a framework is generated that identifies areas for improvement in the managerial competencies required to ensure managerial effectiveness and hence presents skills to be developed or areas for management development in order to enhance each managerial role.

Contribution/value-add: The need for managers to be able to display optimal paradoxical capabilities and behavioural complexities is becoming more and more pronounced. This study highlights potential areas for management development, thereby contributing to managerial effectiveness.


Competing Values Framework (CVF); managerial competencies; managerial roles; creating master managers; managerial effectiveness


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