Manager Development: A Conceptual Model

Abstract : A conceptual model of management development has been drawn in an attempt to interpret and integrate the effects of individual characteristics, situational factors, and career paths and stages. The purposes of the model ARE: (1) To provide a framework for understanding the results of the Stanford longitudinal managerial studies while integrating the results of studies from Brighman Young University, Carnegie-Mellon, M.I.T., and other studies; and (2) To generate Hypotheses that can be tested with the Stanford data set. Personality traits (most prominently Ascendance or Social Boldness, maturely directed Energy, and Social Extroversion) have some significance for managerial progress. Two overlapping scales, a High Earners' Scale and a General Managers' Scale, were developed by Thomas and Margaret Harrell that predicted earnings and achieving a General Manager Position in five to ten years out of school. Situational factors that appear to be salient are size of organization; technological sophistication of the organization; and growth mode. Career stages include the paths to general management and the rotation of functional fields. The interaction of these and other variables throughout one's career can permit predictions of outcome that are expected to exceed chance and to improve on previous models.