Beyond One-Size-Fits-All Learning: How Curated Learning Builds Managerial Capability and Drives Managerial Performance

Abstract This study examined whether curated learning improves managerial performance and whether managerial capability explains this relationship. A quantitative, explanatory, cross-sectional survey was conducted among managers at Volta Serene Hotel and the Ghana Health Service in Ghana’s Oti Region. The study targeted a census of 160 eligible managers and analyzed 147 valid questionnaires, yielding a 91.9% valid response rate. The study measured curated learning, managerial capability, and managerial performance using five-point Likert items. SPSS was used for descriptive analysis, and SmartPLS was used for partial least squares structural equation modeling, including measurement model assessment, structural model evaluation, bootstrapping, and mediation testing. Curated learning significantly predicted managerial capability (β = 0.620, t = 10.284, p < .001) and managerial performance (β = 0.264, t = 3.318, p = .001). Managerial capability also significantly predicted managerial performance (β = 0.558, t = 7.496, p < .001). The indirect effect of curated learning on managerial performance through managerial capability was significant (β = 0.346, t = 5.932, p < .001), indicating partial mediation. The model explained 38.4% of the variance in managerial capability and 57.2% of the variance in managerial performance. Managerial development is more valuable when learning is personalized, role-relevant, carefully curated, autonomous, and continuous, because such learning strengthens the capabilities through which managers perform effectively.