Behavioural indicators of manager and managerial leader effectiveness: An example of Mode 2 knowledge production in management to support evidence-based practice.
| dc.contributor.author | Hamlin, Robert G. | |
| dc.contributor.author | Bassi, Nirmal | |
| dc.date.accessioned | 2008-12-09T12:16:25Z | |
| dc.date.available | 2008-12-09T12:16:25Z | |
| dc.date.issued | 2008 | |
| dc.identifier.citation | International Journal of Management Practice, 3(2): 115-130 | |
| dc.identifier.issn | 1477-9064 | |
| dc.identifier.issn | 1741-8143 | |
| dc.identifier.uri | http://hdl.handle.net/2436/42086 | |
| dc.description.abstract | This 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.iso | en | |
| dc.publisher | Inderscience Enterprises Limited | |
| dc.relation.url | http://inderscience.metapress.com/link.asp?id=p7352251x164r726 | |
| dc.subject | HRD | |
| dc.subject | Human resources | |
| dc.subject | Evidence-based management | |
| dc.subject | Management | |
| dc.subject | Behavioural indicators | |
| dc.subject | Behavioural criteria | |
| dc.subject | Managerial effectiveness | |
| dc.subject | Effectiveness | |
| dc.subject | Leadership | |
| dc.subject | Managers | |
| dc.title | Behavioural indicators of manager and managerial leader effectiveness: An example of Mode 2 knowledge production in management to support evidence-based practice. | |
| dc.type | Journal article | |
| dc.identifier.journal | International Journal of Management Practice | |
| html.description.abstract | This 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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