Toward Universalistic Models of Managerial Leader Effectiveness: A Comparative Study of Recent British and American Derived Models of Leadership

2.50
Hdl Handle:
http://hdl.handle.net/2436/26754
Title:
Toward Universalistic Models of Managerial Leader Effectiveness: A Comparative Study of Recent British and American Derived Models of Leadership
Authors:
Hamlin, Robert G.
Abstract:
House and Aditya (1997) claim there is a compelling logic suggesting the 'universality' of managerial leader effectiveness but this represents theoretical speculation and remains to be developed theoretically and demonstrated empirically. Their view contrasts sharply with the 'contingent' views of many writers who perceive problems arising from the significant differences in organizational settings and cultures that affect the management and leadership environment, and who question the generalizability and transferability of US management and leadership research to non-US cultures. The present study sets out to contribute to this debate. The findings from a qualitative comparative analytic study of empirically derived criteria of managerial leader effectiveness resulting from several factor analytic studies carried out in Britain and America respectively are presented and discussed. The research has revealed a high degree of universality that lends strong support to those who believe in generic theories and 'universalistic' models of management and leadership.
Citation:
Human Resource Development International, 8(1): 5-25
Publisher:
Routledge (Taylor & Francis)
Journal:
Human Resource Development International
Issue Date:
2005
URI:
http://hdl.handle.net/2436/26754
DOI:
10.1080/1367886042000338254
Additional Links:
http://www.informaworld.com/smpp/section?content=a713722264&fulltext=713240928
Type:
Article
Language:
en
ISSN:
13678868; 14698374
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorHamlin, Robert G.-
dc.date.accessioned2008-05-19T10:13:36Z-
dc.date.available2008-05-19T10:13:36Z-
dc.date.issued2005-
dc.identifier.citationHuman Resource Development International, 8(1): 5-25en
dc.identifier.issn13678868-
dc.identifier.issn14698374-
dc.identifier.doi10.1080/1367886042000338254-
dc.identifier.urihttp://hdl.handle.net/2436/26754-
dc.description.abstractHouse and Aditya (1997) claim there is a compelling logic suggesting the 'universality' of managerial leader effectiveness but this represents theoretical speculation and remains to be developed theoretically and demonstrated empirically. Their view contrasts sharply with the 'contingent' views of many writers who perceive problems arising from the significant differences in organizational settings and cultures that affect the management and leadership environment, and who question the generalizability and transferability of US management and leadership research to non-US cultures. The present study sets out to contribute to this debate. The findings from a qualitative comparative analytic study of empirically derived criteria of managerial leader effectiveness resulting from several factor analytic studies carried out in Britain and America respectively are presented and discussed. The research has revealed a high degree of universality that lends strong support to those who believe in generic theories and 'universalistic' models of management and leadership.en
dc.language.isoenen
dc.publisherRoutledge (Taylor & Francis)en
dc.relation.urlhttp://www.informaworld.com/smpp/section?content=a713722264&fulltext=713240928en
dc.subjectLeadership effectivenessen
dc.subjectManagerial effectivenessen
dc.subjectUniversally effective manageren
dc.subjectModelling-
dc.subjectManagers-
dc.titleToward Universalistic Models of Managerial Leader Effectiveness: A Comparative Study of Recent British and American Derived Models of Leadershipen
dc.typeArticleen
dc.identifier.journalHuman Resource Development Internationalen
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