Identifying competencies that predict effectiveness of R&D managers

Purpose – The purpose of this research is to determine the competencies that predict highly effective performance in R&D managers and to explore where, along their career and life, managers develop these competencies. Design/methodology/approach – Participants were 35 scientists and engineers working as first level managers at a major US government research center in the Mid‐West. Intended as a comprehensive inquiry into the competencies of R&D managers, three factors determined the design: establishing a criterion measure of performance to define Highly Effective and Typical groups; using a multi‐trait, multi‐method approach to measurement; and collecting data on competency development that preceded work history. Findings – Nine variables were found to differentiate the two groups of managers. These were similar enough to collapse into two competencies: managing groups and interpersonal sensitivity. For the highly effective managers who demonstrated these two competencies, development of their capability began at young ages and prior to work experience. Effective and regular use of the two competencies occurred later in life and typically as a result of taking on leadership roles outside the work setting. Originality/value – People skills are important to effective management of R&D; technical ability is not enough to be a highly effective manager of R&D; differences in learning styles are important in learning interpersonal skills; people skills can be developed; development does not mean training; and activities outside work are important in developing leadership competencies.