Senior managers’ effectiveness: the case of the steel industry in Iran

Abstract

Three categories of managerial skills are described as essential for effectiveness of senior managers: task, people and analytical and self‐development skills. Argues that managers at the lower level of the hierarchy value task‐related skills whereas self‐development and people‐ related skills are perceived as essential by the top management team. Suggests that although the above categories of managerial skills are somewhat broadly grouped in the literature there may exist distinct meaningful patterns of interrelationships among them which have several implications for the effective management training and development of senior managers.