This paper explores how national culture may predispose managers to a greater or lesser tolerance for ambiguity which then has an effect on their managerial effectiveness. The concept of tolerance of ambiguity is analysed in Indian and Fijian business executives' propensity to avoid uncertainty. The research investigation adopts a 2 x 2 factorial design on a sample consisting of 84 subjects from service and manufacturing organisations in India and Fiji. The results indicate that Indian national managers demonstrate higher levels of tolerance of ambiguity and greater adaptability in comparison to the Fijian Managers. The results suggest that managerial effectiveness is enhanced in an Indian national context as a result of greater tolerance of ambiguity and greater adaptability and this may be linked to the greater homogeneity of the workforce and its associated value congruence than in the Fijian sample. The findings may have relevance for human resource managers, particularly in dealing with training and support.