Measuring the Relationship between Managerial Resourcefulness and Job Performance

Abstract

Abstract Managerial resourcefulness includes generic competencies that enable adaptive responses to the demands of complex and volatile aspects of the work environment. However, there is no evidence that managerial resourcefulness increase job performance. In this study, we examined the relationship between managerial resourcefulness and job performance in a sample 119 first-line and middle managers. Data was collected through structured surveys administered to the managers and their superiors. The results indicated that managerial resourcefulness is positively associated with the superior ratings of job performance. The findings also showed that managerial resourcefulness explains additional variance in job performance over and above that of demographic variables and the Big Five traits of personality. These findings suggest the importance of managerial resourcefulness as a critical predictor of job performance. Implications for future research and practice are discussed.