Factorial constitution of managerial effectiveness: Re‐examining an instrument in Indian context

Abstract

Purpose

It has been observed time and again by researchers that one must be highly adaptive in order to be effective. Number of instruments are available, but most of them have been developed and then standardized on western population. To ensure utility of some of the well‐known instruments, it is imperative to testify them on Indian population. The present study is an attempt to re‐examine the factorial structure of the instrument developed by Mott.Design/methodology/approach – The work is based on a broad range of published works, including papers, books and reports.Findings – The findings have revealed that this instrument does not replicate its factors in totality, hence indirectly the impact of culture on managerial effectiveness. The study has established that the instrument developed by Mott does not replicate its factorial structure in Indian context. The original version had three factors, such as productivity, flexibility and adaptability, whereas the present study has shown that there are only two factors, such as functional effectiveness and personal effectiveness in the Indian context.Originality/value – Of value for functional effectiveness and personal effectiveness in the Indian context.

Citation

Singh Chauhan, V., Dhar, U. and Pathak, R.D. (2005), "Factorial constitution of managerial effectiveness: Re‐examining an instrument in Indian context", Journal of Managerial Psychology, Vol. 20 No. 2, pp. 164-177. https://doi.org/10.1108/02683940510579795