Purpose: The research objective was to examine to what extent line manager competencies are
linked to intelligence, and more specifically, three types of intelligence: analytical (fluid), practical
Methodology: The research was carried out with line managers (N=98) who took part in 12 Assessment
Centre sessions and completed tests measuring analytical, practical and emotional intelligence.
The adopted hypotheses were tested using a multiple regression. In the regression model, the
dependent variable was a managerial competency (management and striving for results, social
skills, openness to change, problem solving, employee development) and the explanatory variables
were the three types of intelligence. Five models, each for a separate management competency,
were tested in this way.
Findings: In the study, it was hypothesized that practical intelligence relates to procedural tacit
knowledge and is the strongest indicator of managerial competency. Analysis of the study results
testing this hypothesis indicated that practical intelligence largely accounts for the level of competency
used in managerial work (from 21% to 38%). The study findings suggest that practical intelligence
is a better indicator of managerial competencies among line managers than traditionally
measured IQ or emotional intelligence.
Originality: This research fills an important gap in the literature on the subject, indicating the
links between major contemporary selection indicators (i.e., analytical, practical and emotional
intelligence) and managerial competencies presented in realistic work simulations measured using
the Assessment Centre process.