The factor structure of the competing values framework: roles managers display and consider important from manager and others' perspectives

The Competing Values Framework (CVF) describes eight leadership roles that managers must display to be effective. The current study investigated the factor structure of these roles. Six hundred and fifty middle managers participated in a 360° feedback program that sought responses from their bosses (n = 573), peers (n = 2230) and staff (n = 2246). Confirmatory factor analyses identified four factors – Innovator, Broker, Deliverer and Developer – that were both displayed and considered important by raters. Some of the original roles did not load successfully onto the factors and were discarded. New items are required to measure the roles, with tests conducted for gender, cultural and sector differences. The findings have implications for 360° feedback processes used in assessing managers. No researchers have looked at the factor structure of role importance and compared it to the factor structure of roles displayed. To ascertain role significance will assist with our understanding of the benchmarks used to evaluate behaviour.