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Wolverhampton Intellectual Repository and E-Theses > Business School > Management Research Centre  > In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice

Please use this identifier to cite or link to this item: http://hdl.handle.net/2436/26792
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Title: In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice
Authors: Hamlin, Robert G.
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
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.
Type: Article
Language: en
Keywords: Management
Leadership effectiveness
Public sector
UK
Modelling
Universally effective manager
Managerial effectiveness
Human resource management
ISSN: 10448004
15321096
Appears in Collections: Management Research Centre

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