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

2.50
Hdl Handle:
http://hdl.handle.net/2436/26792
Title:
In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice
Authors:
Hamlin, Robert G.
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.
Citation:
Human Resource Development Quarterly, 15(2): 189-215
Publisher:
Wiley
Journal:
Human Resource Development Quarterly
Issue Date:
2004
URI:
http://hdl.handle.net/2436/26792
DOI:
10.1002/hrdq.1098
Additional Links:
http://www3.interscience.wiley.com/cgi-bin/fulltext/109061423/PDFSTART
Type:
Article
Language:
en
ISSN:
10448004; 15321096
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorHamlin, Robert G.-
dc.date.accessioned2008-05-19T10:03:50Z-
dc.date.available2008-05-19T10:03:50Z-
dc.date.issued2004-
dc.identifier.citationHuman Resource Development Quarterly, 15(2): 189-215en
dc.identifier.issn10448004-
dc.identifier.issn15321096-
dc.identifier.doi10.1002/hrdq.1098-
dc.identifier.urihttp://hdl.handle.net/2436/26792-
dc.description.abstractVarious 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.en
dc.language.isoenen
dc.publisherWileyen
dc.relation.urlhttp://www3.interscience.wiley.com/cgi-bin/fulltext/109061423/PDFSTARTen
dc.subjectManagementen
dc.subjectLeadership effectivenessen
dc.subjectPublic sectoren
dc.subjectUKen
dc.subjectModellingen
dc.subjectUniversally effective manageren
dc.subjectManagerial effectivenessen
dc.subjectHuman resource managementen
dc.titleIn support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practiceen
dc.typeArticleen
dc.identifier.journalHuman Resource Development Quarterlyen
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