Managerial Thought Patterns and Performance: A Study of Perceptual Patterns of Performance Hindrances for Higher and Lower Performing Managers

Abstract

Results of a nationwide study of managerialperceptions ofperformance hindrances in a Fortune 100 Corporation (Honeywell) is reported. This paper relies on skill relapse-prevention theories and self-regulation theories to interpret the perceptual responses of 3,580 managers concerning relevant performance hindrances. The managers were divided into "higher" and "lower" performance groups, and perceptual response patterns regarding performance obstacles were contrasted between the two groups. In general, it was found that, while no apparent difference occurred between the number of hindrances perceived, higher performing managers more often focused on external performance hindrances, e.g., lack of promotion opportunities and non-performance-related appraisal systems. etc., while lower performers focused more on personal skill deficiencies, e.g., lack of people-managing and communication skills, and lack of technical skills, etc.