|Title: ||In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice|
|Citation: ||Human Resource Development Quarterly, 15(2): 189-215|
|Journal: ||Human Resource Development Quarterly|
|Issue Date: ||2004 |
|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.|
Universally effective manager
Human resource management
|Appears in Collections: ||Management Research Centre |
|Files in This Item:|
There are no files associated with this item.
All Items in WIRE are protected by copyright, with all rights reserved, unless otherwise indicated.