Operant competences, emotional competences, role clarity and perceived performance of executive directors

Abstract

The study highlights the relationship between Operant competences, emotional competences, role clarity and perceived performance of the Exective Directors. The study involved 50 respondents selected from 50 organizations from kampala district. The data was collected using questionnaires and unstructured interviews. Cross tabulation was used to describe the demographic samples used in the study. Factory analysis was carried out to unravel the underlying dimensions from the large variable and summarize the variables into factors that were used as input variables for pearson correlation and regression analysis. Pearson correlation was used to establish the magnitude of relationship between variables while regression analysis was used to establish which of the study variables affected perceived performance the most. The role of the Exective Director was coded and described using the qualitative data management guidelines forwarded by Huberman 1994. The findings indicated that there was a relationship between operant compentences and role clarity, emotional compentences and role clarity are related and role clarity had an impact on perceived performance of Executive Directors. Operant compentences, Emotional compentences and Role clarity predicted 73% of perceived performance