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Dimensions of role efficacy and managerial effectiveness: evidence from India

Dimensions of role efficacy and managerial effectiveness: evidence from India While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. The purpose of this paper is to advance the understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the parallel underlying dynamic and influence of social cognitive frameworks and adaptive self-regulation mechanisms.Design/methodology/approachThe study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modeling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses.FindingsThe results of the study identify that RE dimensions, i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. These findings advance the understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME.Practical implicationsThe empirical results of this study suggest that RE-related components may be used as means to boost employee effectiveness.Originality/valueThe study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy, i.e. RE and ME. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness: People and Performance Emerald Publishing

Dimensions of role efficacy and managerial effectiveness: evidence from India

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2051-6614
DOI
10.1108/joepp-02-2016-0009
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Abstract

While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. The purpose of this paper is to advance the understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the parallel underlying dynamic and influence of social cognitive frameworks and adaptive self-regulation mechanisms.Design/methodology/approachThe study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modeling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses.FindingsThe results of the study identify that RE dimensions, i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. These findings advance the understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME.Practical implicationsThe empirical results of this study suggest that RE-related components may be used as means to boost employee effectiveness.Originality/valueThe study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy, i.e. RE and ME.

Journal

Journal of Organizational Effectiveness: People and Performance – Emerald Publishing

Published: Sep 15, 2017

Keywords: Managerial effectiveness; Dimensions of role efficacy; Role centering; Role efficacy; Role linkage; Role making

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