Key factors and developmental influences important to reaching senior management positions in Australia
In 1982 a study was undertaken by Mukhi (1982a, 1982b) to examine issuessurrounding the factors and influences upon senior managers as they develop andlearn to take up high level positions in Australian public and private organisations.Outcomes of the study not only provided candid insights into influences on theseindividuals as they developed as managers but also provided an opportunity forsenior managers of the future to learn from those who have gone before them - togain insights into key factors and developmental issues in reaching high office.Some 13 years later, Karpin reported similar findings.Since Mukhi's (1982a) study was undertaken there has been a surge of interest inleadership development in Australia - a major influence being Enterprising Nation(Karpin, 1995a) - a report led by Karpin into Australian leadership and strategies todevelop Australian leaders of the future. Karpin (1995a) predicted the emergence ofa whole new management paradigm - this seen as a necessity in an era ofincreasing globalization, widespread technological innovation and pressure onbusiness to customize products and services (Karpin, 1995a: 10). With theincreasing pace of change a new breed of managers with qualities very differentfrom the past was also predicted (Karpin, 1995b: 11).This paper investigates the themes addressed by Mukhi (1982a) and asks thequestion: What are key factors and developmental influences important to reachingsenior management positions in Australia today - have things changed sinceMukhi's (1982a) research and if so how and why. Following from this, advice will besought from senior managers to pass on to newer managers who aspire to seniorpositions.A literature review was undertaken to investigate the issue of key factors anddevelopmental influences important to reaching senior management positions. Thiswill serve as the base upon which to develop the primary research component ofthe research - a survey of senior executives of Australia's top 150 companies.It is expected that the results of the survey will align closely with findings in theliterature review. In comparing the outcomes of the primary research with thatundertaken by Mukhi (1982a) areas of similarity and contrast will be found.Similarities will include: the continued importance of motivational issues, inparticular having a need to achieve results; the importance of strong technicaltraining; and developing interpersonal skills - such as the ability to influence andnegotiate. Areas of contrast - defined here as new areas that will emerge verystrongly in the research include: the importance of ethics and integrity to reachingsenior office; learning political, social and interactive skills; the ability to network - todevelop relationships across all levels of the organisation as well as outside theorganisation; and the development of strong communication skills, understanding ofself and others.
Year of publication: |
2004
|
---|---|
Authors: | Mukhi Suresh ; Markovic Katrina |
Other Persons: | Stewart, G (contributor) ; Hyland, P (contributor) |
Publisher: |
IERA |
Saved in:
freely available
Saved in favorites
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