That is why one of the characteristics of effective managers is
their resilience – they have to be able to cope with these
inevitable pressures. But there are competencies as described
below and skills as discussed in the rest of this book which can
help them to manage in these circumstances. To a considerable
extent it is up to managers to be aware of these requirements, the
behaviours expected of them and the skills they can use to help
in carrying out their often demanding responsibilities. They
must treat these as guidelines for personal development plans.
Managers can learn from the example of their bosses, by guid-
ance from those bosses and from mentors, and through formal
training courses, but self-managed learning is all-important. The
starting point is an understanding of the key managerial quali-
ties and the criteria for measuring managerial effectiveness as
described in the next two sections.
MANAGERIAL QUALITIES
Pedler et al (1986) suggested, on the basis of their extensive
research, that there are 11 qualities or attributes that are
possessed by successful managers:
- Command of basic facts.
- Relevant professional knowledge.
- Continuing sensitivity to events.
- Analytical, problem-solving and decision/judgement-
making skills. - Social skills and abilities.
- Emotional resilience.
- Proactivity.
- Creativity.
- Mental agility.
- Balanced learning habits and skills.
- Self-knowledge.
Studies carried out on the qualities displayed by successful top
managers as quoted by Rosemary Stewart (1967) show a number
of common characteristics, such as:
■ Willingness to work hard.
■ Perseverance and determination.
10 How to be an Even Better Manager