Understanding Management Performance

Current models of the factors underlying management performance make use of a variety of variables at different levels of analysis. A framework is presented in which variables of three different types are linked together. Using data from a sample (n = 437) of British managers this article explores relationships between personality factors (using the big-five factors), work competencies and managerial performance. Results from the analyses reveal a set of underlying competency factors, which show different patterns of correlation with two facets of performance: current proficiency and promotability. In turn, these factors and the facets of performance show relationships with the big-five personality factors. Current proficiency is more closely related to competencies of organization, specialization and analysis – competencies more likely to be displayed by people who are conscientious and introverted. Promotability is linked more closely to competencies concerning action/motivation, flexibility/sensitivity and communication – competencies more likely to be displayed by people who are extroverted with lower conscientiousness and agreeableness.