In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice

Abstract

Various researchers have recently challenged contingent models of managerial and leadership effectiveness, arguing that logic suggesting the universality of manager and supervisory leader behaviors is compelling, although there is sparse empirical evidence to support this view. A comparative study of the findings from three previous empirical factor analytic studies into the criteria of managerial effectiveness, carried out in three different types of public sector organizations in the United Kingdom, support the view that universalistic as opposed to contingent models are more consistent with the facts. A generic model of managerial and leadership effectiveness is presented, and the implications for HRD research and practice are discussed.