Developing effective leadership behaviours: the value of evidence-based management.

3.00
Hdl Handle:
http://hdl.handle.net/2436/42161
Title:
Developing effective leadership behaviours: the value of evidence-based management.
Authors:
Hamlin, Robert G.; Sawyer, Jenny
Abstract:
This article presents the findings of an HRD Professional Partnership study of effective and ineffective managerial and leadership behaviours exhibited by executive leaders within the UK business of a large international telecommunications company, and describes how the research has challenged various aspects of the organisation’s company-wide competency framework and its executive leader development programme. Additionally, the article reveals and discusses the extent to which the results are generalised to the findings of several managerial and leadership effectiveness studies carried out in other UK private and public-sector organisations, and the contribution of this research to current debates concerning the universality of management and leadership, and the concept of evidence-based management.
Citation:
Business Leadership Review, 4(4)
Publisher:
Association of MBAs
Journal:
Business Leadership Review
Issue Date:
2007
URI:
http://hdl.handle.net/2436/42161
Additional Links:
http://www.mbaworld.com/printblrarticle/1046/index.htm
Type:
Article
Language:
en
Description:
The full text of this article is available at the link given above
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorHamlin, Robert G.-
dc.contributor.authorSawyer, Jenny-
dc.date.accessioned2008-12-10T13:47:58Z-
dc.date.available2008-12-10T13:47:58Z-
dc.date.issued2007-
dc.identifier.citationBusiness Leadership Review, 4(4)en
dc.identifier.urihttp://hdl.handle.net/2436/42161-
dc.descriptionThe full text of this article is available at the link given aboveen
dc.description.abstractThis article presents the findings of an HRD Professional Partnership study of effective and ineffective managerial and leadership behaviours exhibited by executive leaders within the UK business of a large international telecommunications company, and describes how the research has challenged various aspects of the organisation’s company-wide competency framework and its executive leader development programme. Additionally, the article reveals and discusses the extent to which the results are generalised to the findings of several managerial and leadership effectiveness studies carried out in other UK private and public-sector organisations, and the contribution of this research to current debates concerning the universality of management and leadership, and the concept of evidence-based management.en
dc.language.isoenen
dc.publisherAssociation of MBAsen
dc.relation.urlhttp://www.mbaworld.com/printblrarticle/1046/index.htmen
dc.subjectManagerial effectivenessen
dc.subjectEffectivenessen
dc.subjectManagersen
dc.subjectHRDen
dc.subjectLeadershipen
dc.subjectIneffectivenessen
dc.subjectEvidence-based managementen
dc.subjectManagementen
dc.subjectOrganisationsen
dc.titleDeveloping effective leadership behaviours: the value of evidence-based management.en
dc.typeArticleen
dc.identifier.journalBusiness Leadership Reviewen
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