A role set analysis of managerial reputation

Abstract

This paper offers an alternative perspective on managerial effectiveness. Effectiveness of managers is analyzed from their reputation in the role set. It is proposed that focal managers gain the reputation of being effective by meeting the self-interested expectations of role set members. It is further proposed that the most reputationally effective managers tend to be more successful in their careers than the least reputationally effective managers. Five hypotheses relating to this reputational viewpoint were tested using a sample of 217 middle managers, 173 superiors, 387 subordinates, and 303 peers. Results confirm the hypotheses and provide the foundation for a new direction of managerial effectiveness research.