What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness.
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AbstractThe present study analyses the qualitative research methodologies used for several 'emic' case-study explorations of managerial behaviours that we have carried out independently within various UK and US public, corporate/private and voluntary sector organisations. These results have subsequently been used for a collaborative cross-cultural 'etic' study. The aim of each 'emic' study was to identify either the criteria and/or behavioural indicators/categories of 'managerial and leadership effectiveness', or of 'managerial coaching effectiveness'. The aim of our collaborative cross-cultural 'etic' study was to search for evidence of commonalities and relative generalisations between the findings of our respective 'emic' studies and, if possible, synthesise a 'unified perspective' from the 'multiple realities' identified. The main conclusion of the present article is that research designs embracing 'qualitative methodological pluralism' and 'rigorous analytical triangulation' can result in meaningful generalised findings, and these can lead to the production of 'general knowledge' and 'management theory'.
CitationInternational Journal of Management Concepts and Philosophy, 2(3): 255-276
PublisherInderscience Enterprises Limited
JournalInternational Journal of Management Concepts and Philosophy
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Toward an emergent Asian behavioural model of perceived managerial and leadership effectiveness: a cross-nation comparative analysis of effective and ineffective managerial behaviour of private sector managers in India and South KoreaHamlin, Robert G.; Patel, Taran (Taylor & Francis, 2020-01-28)This Type 4 (emic-and-etic) indigenous cross-case/cross-nation comparative study compares the results of two Type 3 (emic-as-emic) indigenous replication studies of effective and ineffective managerial behaviour carried out within private companies in India and South Korea respectively. The method used was ‘realist qualitative content analysis’ involving inductive open and axial coding. Of the Indian findings 100% were found to be convergent in meaning with 94.43% of the equivalent South Korean findings. This has led to the identification of a two-factor emergent Asian behavioural model of perceived managerial and leadership effectiveness comprised of 16 positive (effective) and 6 negative (ineffective) generic behavioural criteria. These criteria could be used in both countries to critically review and improve extant, or develop new, competency-based management/leadership development programmes. The research findings lend no support to claims that national culture has a major impact on managerial and leadership practices, styles, and effectiveness.
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