Factors influencing the process of “Managerial Maturation”

What is it about?

The main aim of our research was to identify the ways in which 30 selected situational, instrumental and personal factors influence managerial development, and create a basis for research into managerial tacit knowledge. The pivotal method for the data acquisition was through interviews with managers that were based on the exploitation of mental maps. The research results were compared with knowledge and observations gained from background research into the available professional literature – e.g. Sternberg (1995, 2001), Leonard and Swap (2005), Bennett (1998), Haldin-Herrgärd (2000, 2003), Nonaka and Takeuchi (1995), Mládková (2004, 2005), Švec (2003). The main results of our research are the following: A person should ideally mature into a managerial position, i.e. they must obtain a sufficient number of experiences and experience (e.g. in subordinate working positions) and the associated Tacit Knowledge. The rate and ease of Managerial Tacit Knowledge acquisition and formation are influenced by the manager’s personality. A mentor can help with the direction and moulding of a novice manager`s Tacit Knowledge. The acquisition and development of Tacit Knowledge is supported by high-quality interpersonal relationships, trust and the possibility of having informal meetings too. Self-reflection by the manager, i.e. their evaluation of their activities, their implicit and explicit or qualitative or quantitative starting conditions, and their results are all important for the creation, acquisition and development of Tacit Knowledge.

Featured Image

Why is it important?

This article deals with the factors that influence the process of “Managerial Maturation” (i.e. Development), and was written on the basis of knowledge and observations gained from background research into the available professional literature and the results of a research study realised by the authors.

Perspectives