Key factors and developmental influences important to reaching senior management positions in Australia

Abstract

In 1982 a study was undertaken by Mukhi (1982a, 1982b) to examine issues surrounding the factors and influences upon senior managers as they develop and learn to take up high level positions in Australian public and private organisations. Outcomes of the study not only provided candid insights into influences on these individuals as they developed as managers but also provided an opportunity for senior managers of the future to learn from those who have gone before them - to gain 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 in leadership development in Australia - a major influence being Enterprising Nation (Karpin, 1995a) - a report led by Karpin into Australian leadership and strategies to develop Australian leaders of the future. Karpin (1995a) predicted the emergence of a whole new management paradigm - this seen as a necessity in an era of increasing globalization, widespread technological innovation and pressure on business to customize products and services (Karpin, 1995a: 10). With the increasing pace of change a new breed of managers with qualities very different from the past was also predicted (Karpin, 1995b: 11). This paper investigates the themes addressed by Mukhi (1982a) and asks the question: What are key factors and developmental influences important to reaching senior management positions in Australia today - have things changed since Mukhi's (1982a) research and if so how and why. Following from this, advice will be sought from senior managers to pass on to newer managers who aspire to senior positions. A literature review was undertaken to investigate the issue of key factors and developmental influences important to reaching senior management positions. This will serve as the base upon which to develop the primary research component of the 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 the literature review. In comparing the outcomes of the primary research with that undertaken by Mukhi (1982a) areas of similarity and contrast will be found. Similarities will include: the continued importance of motivational issues, in particular having a need to achieve results; the importance of strong technical training; and developing interpersonal skills - such as the ability to influence and negotiate. Areas of contrast - defined here as new areas that will emerge very strongly in the research include: the importance of ethics and integrity to reaching senior office; learning political, social and interactive skills; the ability to network - to develop relationships across all levels of the organisation as well as outside the organisation; and the development of strong communication skills, understanding of self and others.