Management skills and senior management effectiveness

Traditionally, the effectiveness of the senior officials within the public sector has been disproportionately associated with task instead of people‐related skills. A study of 74 senior managers within Indian Railways, over three years, has revealed that managers, in order to become effective, not only require task and people skills but also self‐development knowledge and skills. Moreover, the above broad categories of managerial skills form a hierarchy which suggests that the more senior positions which managers occupy, the greater the need for people and self‐development. Explores the implications of the above for senior management training and development in public sector briefly.