Managerial Resourcefulness: Measuring a Critical Component of Leadership Effectiveness

Kanungo and Misra (1992) distinguished ‘skills’ from managerial ‘competencies’, the latter being the basic components of a manager’s resourcefulness. Resourcefulness is critical in performing leadership roles that require coping with non-routine, unprogrammable and ill-structured tasks. This paper a...

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Bibliographic Details
Main Author: Kanungo, R N
Other Authors: Menon, S.T.
Format: Article
Language:English
Published: The Journal of Entrepreneurship 2005
Subjects:
Managerial Skills
Leadership
Online Access:http://library.ediindia.ac.in:8181/xmlui/handle/123456789/1149
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245 |a Managerial Resourcefulness: Measuring a Critical Component of Leadership Effectiveness  |c Kanungo, R N 
260 |c 2005  |b The Journal of Entrepreneurship 
300 |a 39-55 
520 |a Kanungo and Misra (1992) distinguished ‘skills’ from managerial ‘competencies’, the latter being the basic components of a manager’s resourcefulness. Resourcefulness is critical in performing leadership roles that require coping with non-routine, unprogrammable and ill-structured tasks. This paper attempts to clarify the nature of the resourcefulness construct by operationalizing it in terms of three basic competencies: affective, intellectual and action oriented. An empirical study involving 485 managers revealed the underlying structure of resourcefulness as closely paralleling the three competencies. In addition, a fourth overarching dimension of goal-directed problem orientation emerged from the analysis. The study yielded a psychometrically sound measure of managerial resourcefulness with convergent, discriminant and criteria-related concurrent validity. The measure can be used as a diagnostic tool for recruitment and training purposes. 
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650 |a Leadership 
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