The Qualities of a Good Manager … What Does It Means? Lessons Learned from the Undergraduate Business Students’ Perception in Kingdom of Morocco

Abstract

<p>Qualities required to provide managers of what make them effective in their actions and behavior within the organizational structure generate, perpetually, the interest of researchers and professionals. Notwithstanding the prevailing conceptions, with reference to the subject of our research, make no consensus between the different stakeholders involved, among others, the college business students. This article is seeking clarification of the business students’ perception about the qualities required to be a good manager. Methodologically, our research was based on a quantitative questionnaire distributed to 500 college business students in Kingdom of Morocco to highlight their appreciation of the qualities needed to be a good manager. Factor analysis was used to analyze the data. Categorization, in the light of the business students’ perception, was made to aggregate, in blocks, the qualities required to be acknowledged as a good manager. As results, five factors underlying the business students’ perception were found. However these factors, when confronted to the literature, explicit certain divergences that could be explained by the students cognitive process problems.</p>

Impact of gender differences in perception of creative identities of artist, creator, manager, entrepreneur and leader on sustainability

“…In this situation, due to the complication of the problem, it is primarily unachievable to get a straightforward response to how a specific identity is perceived. However, trying to catalog how researchers handled the challenge of perception of a specific identity, we can suppose that: 1) They limit the issue of the research from general, widely defined identity into a particular type of identity, e.g., the identity of nurse manager responsibilities (Baker et al, 2012), identity if project manager (Lutas et al, 2020); 2) They judiciously chose the group perceiving the particular identity, e.g., teachers (Kasmaienezhadfard et al, 2015), designers (Kunrath et al, 2020), nurses (Kiran et al, 2019;Raso et al, 2020), purchasers of specific goods or services (Horn & Salvendy, 2009), undergraduate business students (Kohail et al, 2016); or 3) They examine the problem in contrast of two investigation units, e.g., artists and nonartists (Bhattacharya & Petsche, 2002).…”

Does entrepreneurial factor influence creative identities' perception?

“…Between specific attributes of the manager's identity, the literature emphasizes efficiency (Baker et al, 2012;Kohail et al, 2016), independence (McGrath et al, 2019), individualism (Frank et al, 2015), rationalism (Faran & Wijnhoven, 2012), courage (Barratt-Pugh et al, 2013), responsibility (Mikkelsen & Marnewick, 2020), conservatism (Sturdivant et al, 1985). ).…”

Perception of Creative Identities by Leaders and Non-leaders: Consequences for Theory and Practice of Manage-ment

“…Between specific attributes of the manager's identity, the literature emphasises efficiency (Kohail et al, 2016), rationalism (Faran and Wijnhoven, 2012), responsibility (Mikkelsen andMarnewick, 2020), independence (McGrath et al, 2019), individualism (Frank et al, 2015), and courage (Barratt-Pugh et al, 2013). The confirms the high importance of efficiency (4.67 for leaders, 4.81 for non-leaders, a difference of 2.92%), independence (by analogy: 4.05, 4.06, 0.17%), individualism (by analogy: 3.35, 3.87, 10.40%), courage (by analogy: 4.28, 4.42, 2.88%), responsibility (by analogy: 4.78, 4.69, 1.81%).…”