What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness.

2.50
Hdl Handle:
http://hdl.handle.net/2436/42160
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.
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'.
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
Type:
Article
Language:
en
ISSN:
14781484
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorHamlin, Robert G.-
dc.contributor.authorBeattie, Rona S.-
dc.contributor.authorEllinger, Andrea D.-
dc.date.accessioned2008-12-10T13:44:39Z-
dc.date.available2008-12-10T13:44:39Z-
dc.date.issued2007-
dc.identifier.citationInternational Journal of Management Concepts and Philosophy, 2(3): 255-276en
dc.identifier.issn14781484-
dc.identifier.urihttp://hdl.handle.net/2436/42160-
dc.description.abstractThe 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'.en
dc.language.isoenen
dc.publisherInderscience Enterprises Limiteden
dc.relation.urlhttp://inderscience.metapress.com/link.asp?id=t2415m7118876765en
dc.subjectManagerial effectivenessen
dc.subjectEffectivenessen
dc.subjectIneffectivenessen
dc.subjectBehaviouren
dc.subjectManagersen
dc.subjectCoachingen
dc.subjectLeadershipen
dc.subjectCross-cultural studiesen
dc.subjectQualitative methodologyen
dc.subjectTriangulationen
dc.subjectMethodological pluralismen
dc.titleWhat do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness.en
dc.typeArticleen
dc.identifier.journalInternational Journal of Management Concepts and Philosophyen
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