Contemporary Perceptions of effective and ineffective managerial behaviour: a 21st century case for the U.S.A.

2.50
Hdl Handle:
http://hdl.handle.net/2436/621280
Title:
Contemporary Perceptions of effective and ineffective managerial behaviour: a 21st century case for the U.S.A.
Authors:
Ruiz, Carlos E.; Hamlin, Robert G. ( 0000-0001-5778-5847 ) ; Gresch, Eric B.
Abstract:
This qualitative study explores how contemporary US managers and non-managerial employees in the metropolitan region of Atlanta, Georgia behaviorally differentiate effective managers from ineffective ones. We collected from 81 research participants 381 critical incidents (CIs) of observed effective and ineffective managerial behavior. These CIs were subjected to open, axial and selective coding which resulted in the emergence of 10 effective and 13 ineffective behavioral indicators of perceived managerial and leadership effectiveness. The findings could be valuable to managers seeking to make better decisions about how best to behaviorally manage and lead US employees in the 21st century.
Citation:
Carlos E. Ruiz, Robert G. Hamlin, Eric B. Gresch, (2017)"Contemporary Perceptions of Effective and Ineffective Managerial Behavior: A 21st Century Case from the U.S.A.," Journal of Management Policy and Practice, Vol. 18, Iss. 1, pp. 59-77
Publisher:
North American Business Press, Inc
Journal:
Journal of Management Policy and Practice
Issue Date:
2017
URI:
http://hdl.handle.net/2436/621280
Additional Links:
http://www.na-businesspress.com/JMPP/RuizCE_Web18_1_.pdf
Type:
Article
Language:
en
ISSN:
1913-8067
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorRuiz, Carlos E.en
dc.contributor.authorHamlin, Robert G.en
dc.contributor.authorGresch, Eric B.en
dc.date.accessioned2018-05-16T14:25:09Z-
dc.date.available2018-05-16T14:25:09Z-
dc.date.issued2017-
dc.identifier.citationCarlos E. Ruiz, Robert G. Hamlin, Eric B. Gresch, (2017)"Contemporary Perceptions of Effective and Ineffective Managerial Behavior: A 21st Century Case from the U.S.A.," Journal of Management Policy and Practice, Vol. 18, Iss. 1, pp. 59-77en
dc.identifier.issn1913-8067en
dc.identifier.urihttp://hdl.handle.net/2436/621280-
dc.description.abstractThis qualitative study explores how contemporary US managers and non-managerial employees in the metropolitan region of Atlanta, Georgia behaviorally differentiate effective managers from ineffective ones. We collected from 81 research participants 381 critical incidents (CIs) of observed effective and ineffective managerial behavior. These CIs were subjected to open, axial and selective coding which resulted in the emergence of 10 effective and 13 ineffective behavioral indicators of perceived managerial and leadership effectiveness. The findings could be valuable to managers seeking to make better decisions about how best to behaviorally manage and lead US employees in the 21st century.en
dc.formatapplication/PDFen
dc.language.isoenen
dc.publisherNorth American Business Press, Incen
dc.relation.urlhttp://www.na-businesspress.com/JMPP/RuizCE_Web18_1_.pdfen
dc.subjectBehaviouren
dc.subjectHuman Resourcesen
dc.subjectWritersen
dc.subjectResearch Methodologyen
dc.subjectTheoryen
dc.subjectManagersen
dc.subjectStudiesen
dc.subjectmanagement decisionsen
dc.titleContemporary Perceptions of effective and ineffective managerial behaviour: a 21st century case for the U.S.A.en
dc.typeArticleen
dc.identifier.journalJournal of Management Policy and Practiceen
dc.date.accepted2017-02-21-
rioxxterms.funderinternalen
rioxxterms.identifier.projectUOW160518RHen
rioxxterms.versionVoRen
rioxxterms.licenseref.urihttp://creativecommons.org/licenses/by/4.0/en
rioxxterms.licenseref.startdate2018-05-16en
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