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dc.contributor.authorHamlin, Robert G.
dc.contributor.authorBassi, Nirmal
dc.date.accessioned2008-12-09T12:16:25Z
dc.date.available2008-12-09T12:16:25Z
dc.date.issued2008
dc.identifier.citationInternational Journal of Management Practice, 3(2): 115-130
dc.identifier.issn1477-9064
dc.identifier.issn1741-8143
dc.identifier.urihttp://hdl.handle.net/2436/42086
dc.description.abstractThis paper presents the results of a 'design science' study of managerial and leadership effectiveness through a programme of 'HRD Professional Partnership' research carried out within a UK private sector organisation, and discusses how the findings have been used to support evidence-based practice within the collaborating organisation. Additionally, the paper reveals the extent to which these results are held in common with equivalent findings from several UK public sector organisations and how they have contributed to the production of 'general knowledge' and empirical evidence that lend support to 'universal' theories of managerial and leadership effectiveness.
dc.language.isoen
dc.publisherInderscience Enterprises Limited
dc.relation.urlhttp://inderscience.metapress.com/link.asp?id=p7352251x164r726
dc.subjectHRD
dc.subjectHuman resources
dc.subjectEvidence-based management
dc.subjectManagement
dc.subjectBehavioural indicators
dc.subjectBehavioural criteria
dc.subjectManagerial effectiveness
dc.subjectEffectiveness
dc.subjectLeadership
dc.subjectManagers
dc.titleBehavioural indicators of manager and managerial leader effectiveness: An example of Mode 2 knowledge production in management to support evidence-based practice.
dc.typeJournal article
dc.identifier.journalInternational Journal of Management Practice
html.description.abstractThis paper presents the results of a 'design science' study of managerial and leadership effectiveness through a programme of 'HRD Professional Partnership' research carried out within a UK private sector organisation, and discusses how the findings have been used to support evidence-based practice within the collaborating organisation. Additionally, the paper reveals the extent to which these results are held in common with equivalent findings from several UK public sector organisations and how they have contributed to the production of 'general knowledge' and empirical evidence that lend support to 'universal' theories of managerial and leadership effectiveness.


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