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    Toward Universalistic Models of Managerial Leader Effectiveness: A Comparative Study of Recent British and American Derived Models of Leadership

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    Authors
    Hamlin, Robert G.
    Issue Date
    2005
    
    Metadata
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    Abstract
    House and Aditya (1997) claim there is a compelling logic suggesting the 'universality' of managerial leader effectiveness but this represents theoretical speculation and remains to be developed theoretically and demonstrated empirically. Their view contrasts sharply with the 'contingent' views of many writers who perceive problems arising from the significant differences in organizational settings and cultures that affect the management and leadership environment, and who question the generalizability and transferability of US management and leadership research to non-US cultures. The present study sets out to contribute to this debate. The findings from a qualitative comparative analytic study of empirically derived criteria of managerial leader effectiveness resulting from several factor analytic studies carried out in Britain and America respectively are presented and discussed. The research has revealed a high degree of universality that lends strong support to those who believe in generic theories and 'universalistic' models of management and leadership.
    Citation
    Human Resource Development International, 8(1): 5-25
    Publisher
    Routledge (Taylor & Francis)
    Journal
    Human Resource Development International
    URI
    http://hdl.handle.net/2436/26754
    DOI
    10.1080/1367886042000338254
    Additional Links
    http://www.informaworld.com/smpp/section?content=a713722264&fulltext=713240928
    Type
    Journal article
    Language
    en
    ISSN
    13678868
    14698374
    ae974a485f413a2113503eed53cd6c53
    10.1080/1367886042000338254
    Scopus Count
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    Faculty of Social Sciences

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