The relationship between managerial values and managerial success in the United States, Japan, India, and Australia.

Abstract

The relationships between managerial values and managerial success were investigated for a diverse sample of American managers (n = 878), Australian managers (» = 301), Indian managers (« = 500), and Japanese managers (n = 312). Cross-validated results showed that values patterns were significantly predictive of managerial success and could be used as a basis for selection and placement decisions. Results also indicated that managers from the four countries were rather similar in terms of the personal values that were related to success. More successful managers have pragmatic, dynamic, and achievement-oriented values, while less successful managers have more static and passive values. Arguments for and against using value assessment results in selection and placement decisions are discussed. In recent years considerable effort has been expended in attempts to predict managerial effectiveness by using maximum performance measures and typical behavior measures. Most of this effort has focused on tests of (a) intellectual abilities, (b) spatial and mechanical aptitudes, (c) perceptual accuracy, (d) motor abilities, and (e) personality and interest. According to Ghiselli's (1966) review, each measure shows average rs in the range of .25 to .30. Another area of potential importance, but receiving less emphasis, has been the notion of predicting managerial success from managers' personal values. The significance of investigating the value systems of managers is seen when one considers the following assertions and their implications: 1. Personal value systems influence a manager's perception of situations and problems he faces. 2. Personal value systems influence a manager's decisions and solutions to problems. 3. Personal value systems influence the way in which a manager looks at other individuals and groups of individuals; thus they influence interpersonal relationships.