https://mail.ijmras.com/index.php/ijmras/issue/feed 2026-04-02T06:55:53+00:00 Steven Sayasy editor@ijmras.com Open Journal Systems <p><strong>ISSNe 2640 -7272</strong><br /><strong>Impact Factor:-6.0</strong><br /><strong>Cross-ref / DOI:- 10.33826/ijmras</strong><br /><strong>Elsvior/ Mendeley / DOI :- 10.17632</strong><br /><strong>Call For Paper Volume 07 Issue 05 May 2024</strong></p> <p><strong><img src="https://ijmras.com/public/site/images/ijmras/open-access-logo-png-transparent-d26c9b4ffbfff319bc5c9d0c74a1a3d7.png" alt="" width="250" height="100" /><br /></strong></p> https://mail.ijmras.com/index.php/ijmras/article/view/822 2026-04-02T06:55:53+00:00 Lim derson derson@ijmras.com Emly Cartr cartr@ijmras.com

<p>This study examines the dominant managerial profiles within public sector institutions through the application of the Quinn Competing Values Framework (CVF). The research adopts a quantitative approach to identify prevalent managerial competencies and leadership orientations among civil servants. Data were collected through structured questionnaires and analyzed using descriptive and inferential statistical techniques. The findings reveal a predominance of hierarchical and rational goal-oriented managerial profiles, reflecting the bureaucratic and performance-driven nature of public organizations. The study contributes to the literature on managerial competencies in the public sector by integrating competency-based management theories with the CVF model. Implications for human resource development and public administration reforms are discussed.</p>

2026-04-01T00:00:00+00:00 Copyright (c) 2026 Lim derson , Emly Cartr