Impact of influence and skill on managerial performance

Ikhlas H Abdalla

Omega, 1983, vol. 11, issue 3, 263-272

Abstract: Part of Heller's contingency model of leadership and decision making [11] has been modified. The basic components of the modified part of the model are influence, skill use, job performance and job satisfaction. Data from a study of 97 British and Sudanese managers are used to test the modified model. Positive relationships have been found between the four components. The major findings of this research are that while the strength of the relationship between 'influence and satisfaction' on the one hand and 'skill use and satisfaction' on the other differs only slightly, the relationship between 'skill use and performance' is much stronger and much more established than the relationship between 'influence and performance'. These results have been established in both the Sudan and Britain.

Date: 1983
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