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The Manager's Self Assessments of Managerial Roles: Small vs. Large Firms

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  • Joseph G.P. Paolillo

Abstract

This study systematically assessed the various roles essential to managers in small vs. large firms. A sample of 352 managers from both large and small organizations in a variety of industries were asked to rate the various roles required by their positions. The analysis of variance results indicate that 7 of the 10 roles are influenced by firm size. A quadratic discriminant analysis was utilized to identify a role profile for managers in small vs. large firms. Implications for the practice and teaching of business are discussed.

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  • Joseph G.P. Paolillo, 1984. "The Manager's Self Assessments of Managerial Roles: Small vs. Large Firms," Entrepreneurship Theory and Practice, , vol. 8(3), pages 58-64, January.
    • Handle: RePEc:sae:entthe:v:8:y:1984:i:3:p:58-64
    DOI: 10.1177/104225878400800310
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    Cited by:

    1. Danuta DiskienÄ— & Virginijus TamaÅ¡eviÄ ius & AgnÄ— KalvaitytÄ—, 2018. "MANAGERIAL ROLES IN SMEs AND THEIR EFFECT ON PERCEIVED MANAGERIAL EFFECTIVENESS IN LITHUANIA," Organizations and Markets in Emerging Economies, Faculty of Economics, Vilnius University, vol. 9(1).
    2. Georges, A. & Romme, L., 1995. "Self-organizing processes in top management teams: A boolean comparative approach," Journal of Business Research, Elsevier, vol. 34(1), pages 11-34, September.

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