Organisational climate, tolerance of ambiguity and learned helplessness as correlates to managerial effectiveness and creativity

Abstract

We are entering the twenty first century where the only thing we can be certain about is the prevalence of uncertainty. In such an environment characterised by uncertainty, the manager has to be a change agent by being creative and effective in his managerial role. Creativity and effectiveness of managers as change agents are function of their perception of the organisational climate as well as personally attributes like tolerance of ambiguity and learned helplessness. The aim of the study was to observe the effect of organisational climate, tolerance of ambiguity and leaned helplessness on managerial effectiveness and creativity. The study is exploratory in nature based on survey type research with a sample size of 64 managers from private and public sector organisations. Managers were approached and asked to fill up the scales, which are standardised tools measuring organisational climate, tolerance of ambiguity, learned helplessness, managerial effectiveness and managerial creativity. The obtained results show no significant relationship between organisational climate dimensions and managerial creativity.