Behavioural determinants of perceived managerial and leadership effectiveness in Argentina

5.00
Hdl Handle:
http://hdl.handle.net/2436/620172
Title:
Behavioural determinants of perceived managerial and leadership effectiveness in Argentina
Authors:
Hamlin, Robert G.; Ruiz, Carols E; Carioni, Angeles
Abstract:
The purpose of this empirical study was to explore the perceptions of Argentinean employees about managerial and leadership effectiveness, and was guided by the following research question: How do people employed in Argentinean companies behaviorally differentiate effective managers from ineffective managers? A total of 42 employees from private and public sector organizations in Cordoba, Argentina, were interviewed using Flanagan’s (1954) critical incident technique. The interviews generated 302 critical incidents of which 155 were examples of positive (effective) managerial behavior, and 147 of negative (least effective/ineffective) managerial behavior. The findings suggest that Argentineans perceive as effective those managers who are supportive, considerate, motivating, caring, good decision makers, approachable, participative, fair-minded, communicative, actively involved, and who act as role models; and this challenges the widely held belief that Argentineans prefer authoritarian managers over democratic ones.
Publisher:
Routledge (Taylor & Francis)
Journal:
Human Resource Development International, Vol. 19, No. 4, 267-288.
Issue Date:
Apr-2016
URI:
http://hdl.handle.net/2436/620172
Additional Links:
http://www.tandfonline.com/toc/rhrd20/19/4?nav=tocList
Type:
Article
Language:
en
ISSN:
1367-8868
Appears in Collections:
FOSS

Full metadata record

DC FieldValue Language
dc.contributor.authorHamlin, Robert G.en
dc.contributor.authorRuiz, Carols Een
dc.contributor.authorCarioni, Angelesen
dc.date.accessioned2016-09-26T08:12:55Z-
dc.date.available2016-09-26T08:12:55Z-
dc.date.issued2016-04-
dc.identifier.issn1367-8868-
dc.identifier.urihttp://hdl.handle.net/2436/620172-
dc.description.abstractThe purpose of this empirical study was to explore the perceptions of Argentinean employees about managerial and leadership effectiveness, and was guided by the following research question: How do people employed in Argentinean companies behaviorally differentiate effective managers from ineffective managers? A total of 42 employees from private and public sector organizations in Cordoba, Argentina, were interviewed using Flanagan’s (1954) critical incident technique. The interviews generated 302 critical incidents of which 155 were examples of positive (effective) managerial behavior, and 147 of negative (least effective/ineffective) managerial behavior. The findings suggest that Argentineans perceive as effective those managers who are supportive, considerate, motivating, caring, good decision makers, approachable, participative, fair-minded, communicative, actively involved, and who act as role models; and this challenges the widely held belief that Argentineans prefer authoritarian managers over democratic ones.en
dc.language.isoenen
dc.publisherRoutledge (Taylor & Francis)en
dc.relation.urlhttp://www.tandfonline.com/toc/rhrd20/19/4?nav=tocListen
dc.subjectmanagerial effectiveness,en
dc.subjectmanagerial behavior,en
dc.subjectsupervisory leadership in Argentinaen
dc.titleBehavioural determinants of perceived managerial and leadership effectiveness in Argentinaen
dc.typeArticleen
dc.identifier.journalHuman Resource Development International, Vol. 19, No. 4, 267-288.en
All Items in WIRE are protected by copyright, with all rights reserved, unless otherwise indicated.