Survey of Strengths and Weaknesses of Senior Executives as Perceived by them and their Juniors

Survey of strengths and weaknesses of senior executives was undertaken in the context of increased use of self-awareness and personal growth programmes in through feedback and counselling. Survey had the objectives of finding out (i) Characteristics or qualities that are perceived by Indian managers as contributing to their effectiveness, (ii) Characteristics or qualities that are perceived as hindering the effectiveness of Indian managers; (iii)Most frequently mentioned strengths of Indian managers as perceived by their subordinates; (iv) Most frequently mentioned weaknesses of Indian managers as perceived by their subordinates and (v) Qualities or characteristics in which there is good degree of agreement in the perceptions of the subordinates. Various characteristics that contribute managerial effectiveness were grouped under six categories: 1. Technical or technological competencies; 2. Managerial and systems competencies; 3. Human relations competencies; 4. Group/team building competencies; 5. Leadership competencies; and 6. Other personal characteristics. It was found that senior executives frequently mentioned managerial and human relations competencies (out of the six said above) as the qualities contributing to managerial effectiveness. Also, of the six categories, personal characteristics and human relations competencies have been identified by the managers as hindrances to effectiveness. Thus we find personal qualities and interpersonal competencies playing a greater role in making a manager to perform effectively. Subordinates have perceived the strengths of their bosses and have stated that their bosses are technically knowledgeable, have planning and decision making skills, delegation ability, communication and motivation skills, leaderships, commitment, hard work and posses other personal characteristics like cool headedness and sincerity. There was agreement in perception relating to strengths like technical knowledge, hardwork, aggressive and cool headedness. In their perception of weaknesses of their bosses, subordinates have identified, poor communication abilities, poor delegation, inability to motivate subordinates and poor planning as some of the weaknesses. There was consistency in the cases of weak in communication, short temperedness and low involvement or aloofness. Subordinates have felt that, improving interpersonal relationship, communication and time management would further enhance the effectiveness of their bosses. Thus, we are able to see a consistency in the case of human relations competency, a competency which both managers as well as subordinates feel is very important for improving managerial effectiveness. As a whole, the study brings out the relevance of personal development and human relations skill to management.