University of Wolverhampton
Browse
Collection All
bullet
bullet
bullet
bullet
Listed communities
bullet
bullet
bullet
bullet
bullet
bullet
bullet
bullet
bullet
bullet
bullet
bullet
bullet

Wolverhampton Intellectual Repository and E-Theses > Business School > Management Research Centre  > What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness.

Please use this identifier to cite or link to this item: http://hdl.handle.net/2436/42160
    Del.icio.us     LinkedIn     Citeulike     Connotea     Facebook     Stumble it!



Title: What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness.
Authors: Hamlin, Robert G.
Beattie, Rona S.
Ellinger, Andrea D.
Citation: International Journal of Management Concepts and Philosophy, 2(3): 255-276
Publisher: Inderscience Enterprises Limited
Journal: International Journal of Management Concepts and Philosophy
Issue Date: 2007
URI: http://hdl.handle.net/2436/42160
Additional Links: http://inderscience.metapress.com/link.asp?id=t2415m7118876765
Abstract: The present study analyses the qualitative research methodologies used for several 'emic' case-study explorations of managerial behaviours that we have carried out independently within various UK and US public, corporate/private and voluntary sector organisations. These results have subsequently been used for a collaborative cross-cultural 'etic' study. The aim of each 'emic' study was to identify either the criteria and/or behavioural indicators/categories of 'managerial and leadership effectiveness', or of 'managerial coaching effectiveness'. The aim of our collaborative cross-cultural 'etic' study was to search for evidence of commonalities and relative generalisations between the findings of our respective 'emic' studies and, if possible, synthesise a 'unified perspective' from the 'multiple realities' identified. The main conclusion of the present article is that research designs embracing 'qualitative methodological pluralism' and 'rigorous analytical triangulation' can result in meaningful generalised findings, and these can lead to the production of 'general knowledge' and 'management theory'.
Type: Article
Language: en
Keywords: Managerial effectiveness
Effectiveness
Ineffectiveness
Behaviour
Managers
Coaching
Leadership
Cross-cultural studies
Qualitative methodology
Triangulation
Methodological pluralism
ISSN: 14781484
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.

 

Fairtrade - Guarantees a better deal for Third World Producers

University of Wolverhampton, Wulfruna Street, Wolverhampton, WV1 1LY

Course enquiries: 0800 953 3222, General enquiries: 01902 321000,
Email: enquiries@wlv.ac.uk | Freedom of Information | Disclaimer and copyright | Website feedback | The University as a charity

OR Logo Powered by Open Repository | Cookies