Managerial competencies are vital in regulated industries, where organizations must balance strict legal compliance with competitiveness. Methods: This study applies Quinn’s managerial competency model to a Latvian pharmaceutical company, focusing on three factors: Processes and Results (F1), Human Relations and Innovation (F2), and Public Interest (F3). Data from 55 employees were collected using a validated Likert-scale questionnaire. Reliability was confirmed with Cronbach’s Alpha (α > 0.7). Data analysis included descriptive statistics, correlation, and regression testing. Results: Correlation analysis revealed strong positive links between F1 (.821**) and F2 (.819**) with company performance, while F3 (.808**) showed weaker significance. Regression results confirmed that F1 (t = 3.759, p < 0.001) and F2 (t = 3.632, p = 0.001) significantly predicted performance (R² = 0.742), while F3 was excluded. Conclusions: Findings emphasize that process management and human relations are the most critical managerial competencies in regulated pharmaceutical contexts. Regulated industries demonstrate stronger alignment with public-sector management logic, where compliance, innovation, and stakeholder engagement drive performance.
Kozlova et al. (2025) studied this question.