Engineers’ Needs for Achieving Effective Managerial Performance

Abstract

Engineers are often well-suited to hold managerial roles throughout their professional careers. It is not uncommon to find engineers in operations or quality management roles. Thus, many engineers move from engineering to managerial positions. This transition poses a challenge for engineers due to the differences in the success criteria between technical and administrative roles. This research examines the extent to which engineers possess three types of managerial skills: technical, conceptual, and human. Then, it examines the association between these skills and the engineers’ managerial performance. Further, it investigates whether the working environment moderates this relationship. To achieve this purpose, 170 questionnaires were distributed online to engineers working in administrative positions in the private sector of the West Bank region in Palestine during May and June 2024. Finally, the data of 103 respondents was valid for analysis. Our analyses are based on structural equation modeling to address the research questions. Results show that managerial skills have a positive effect on engineers’ performance, particularly through human and conceptual skills. However, technical skills do not show a significant impact. The organizational environment was identified as a moderator, enhancing the relationship between managerial skills and performance. Fostering engineers’ soft skills and maintaining a supportive work environment are essential for improving their managerial performance. The study emphasizes the importance of enhancing human and conceptual skills among engineers through targeted training programs. Universities can deepen skill development in the engineering curriculum. Furthermore, employers are advised to create a supportive work environment characterized by a culture of empowerment, which drives improved performance.