What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness.
Cast your vote
You can rate an item by clicking the amount of stars they wish to award to this item.
When enough users have cast their vote on this item, the average rating will also be shown.
Your vote was cast
Thank you for your feedback
Thank you for your feedback
MetadataShow full item record
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
Showing items related by title, author, creator and subject.
Perceived managerial and leadership effectiveness in Mexico and the USA: a comparative study of effective and ineffective managerial behaviourRuiz, Carlos E.; Hamlin, Robert G. (Emerald, 2019-04-25)Purpose The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour. Design/methodology/approach A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted. Findings Notwithstanding the significant cultural variances between Mexico and the US underlined by various cross-cultural studies, our findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner. Research limitations While the results of our study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, we suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries. Practical implications The findings of our study may be relevant for HRD professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries, and emphasizing those practices that may be particular to Mexico and the US respectively, could lead to an improvement in the performance of Mexican executives managing in the US and US executives managing in Mexico.
Effects of Cultivation Techniques on Maize Productivity and Soil Properties on Hillslopes in Yunnan Province, ChinaHocking, Trevor J.; Fullen, Michael A.; Bizhi, Huang (University of Wolverhampton, 2001)The rapid population increase in China from 556.7 to 1226.7 million during the past 50 years means China has one-sixth of the world’s population. This population growth has imposed high pressures on Chinese agriculture. Crop production and productivities have more than doubled, for example mean maize yields have increased from 1.54 to 3.91 t ha-1 from 1960 to 1998. Despite this, food shortages remain major problems. These pressures have also led to intensive cultivation of sloping lands, making China the country with the most serious soil erosion problems in the world. Yunnan Province, south-west China, has some 70% of its total of 6.53 million hectares of cultivated fields located on sloping land, most of which suffers from soil erosion. Furthermore, traditional downslope cultivation of these upland fields produces increased soil loss and runoff and threatens agricultural sustainability. Crop yields on sloping land in these areas have decreased by 30-60% in the last century because of soil erosion and in 50-100 years most topsoil may have been removed. There is an urgent need to develop more productive and sustainable cropping systems and the dual aims of this project were to investigate ways of increasing productivity of maize on sloping land, while conserving soils. This investigation was carried out in Wang Jia Catchment (25028’N,102053’E), selected as a representative area of fragile slopes in Yunnan Province. Five treatments (1) Traditional + Downslope planting (control), (2) Traditional + Contour planting, (3) Traditional + Contour + Straw mulch, (4) Minimum tillage + Contour + Straw mulch and (5) Traditional + Contour + Polythene mulch, were selected for evaluation and established on replicated field plots in 1998 and 1999. An additional experiment in 1999 investigated the effects of irrigation on crop yield. Although there were variations during the growing season and between years, straw mulch with contour planting increased soil moisture (0-20 cm depth) and was associated with lower soil temperatures. Polythene mulch improved soil moisture retention when applied after early season rainfall or irrigation and caused increases in soil surface temperature of up to 4-50C. These increases in soil moisture and temperature were associated with increases in Green Leaf Area Index, Green Leaf Area Duration and standing biomass. Grain yield was increased up to 51.6%, compared to un-mulched plots. Straw mulch increases in yield 14.0 and 20.7% (nonirrigated treatment), compared with the control in 1998 (5.0 versus 4.3 t ha-1) and 1999 (6.2 versus 5.3 t ha-1), respectively. Furthermore, straw mulch appeared to be beneficial for maintaining soil fertility and improving soil structure. Irrigation improved early vegetative growth and final yields when early season rainfall was unreliable and maize grain yield increased by 39.5 to 59.6% in 1999, compared with the corresponding non-irrigated treatments. Polythene mulch and contour planting combined with early irrigation produced the highest maize yields. The results are compared with other published work, including research in erosion plots, where the effectiveness of mulches in reducing runoff and erosion has been evaluated. A cultivation technique combining polythene mulch, straw mulch, contour planting and early season irrigation is considered likely to be highly effective for increasing productivity and improving soil conservation on sloping land. This project is part of a larger programme, which aims to establish and evaluate a demonstration model at a catchment scale for more sustainable crop production systems in the highlands of South-East Asia.
Perceived managerial and leadership effectiveness in a Korean context: An indigenous qualitative studyHamlin, Robert G.; Chai, Dae Seok; Jeong, Shinhee; Kim, Junhee; Kim, Sewon (Spriner, 2016-03-22)Multinational corporations (MNCs) across the world have sent an increasing number of managers abroad to leverage unprecedented opportunities in the era of globalization. However, their failure rate has been above 33% for decades, resulting in substantial costs (Puck, Kittler, & Wright, 2008). One of the primary reasons for this failure is a lack of understanding of the national and organizational cultures within the host countries (Festing & Maletzky, 2011). For example, while a number of MNCs have entered the Korean market, several such as Yahoo, Motorola, and Walmart have failed and withdrawn due to the companies’ lack of adjustment to the Korean cultural context (Choe, 2006; Woo, 2013). In spite of the significance of culturally embedded practices, most researchers who have explored management and leadership in Asian countries, whether they were Western or indigenous researchers, have implemented studies using extant Western management and leadership theories derived within the Western cultural context (Leung, 2007; Tsui, 2006). Numerous scholars have claimed that this could be problematic because the findings of such studies may not be applicable to non-Western countries (Li, 2012; Liden & Antonakis, 2009), and may fail to provide insights and understanding of novel contexts or to reveal indigenous aspects of management and leadership (Tsui, 2007). Consequently, there have been increasing calls for indigenous management and leadership research within Asian countries (see Li et al., 2014; Lyles, 2009; Tsui, 2004; Wolfgramm, Spiller, & Voyageur, 2014). Over the past 30 years, managerial effectiveness and leadership effectiveness have been substantially neglected areas of management research (Noordegraaf & Stewart, 2000; Yukl, Gordon, & Taber, 2002). In addition, there has been little agreement on what specific behaviors distinguish effective managers from ineffective ones. Furthermore, more research is needed to examine the managerial and leadership behaviors that are critical for shaping the performance of individuals, groups and organizations (see Borman & Brush, 1993; Cammock, Nilakant & Dakin, 1995; Mumford, 2011; Noordegraaf & Stewart, 2000; Yukl et al., 2002). While most of the research related to managerial and leadership effectiveness has been conducted in the U.S., the few notable non-U.S. studies include that of Cammock et al. (1995) in New Zealand who developed a behavioral lay model of managerial effectiveness using the repertory grid technique. Another notable exception is the cumulative series of perceived managerial and leadership effectiveness studies conducted by Hamlin with various indigenous co-researchers in Western and non-Western countries (see Hamlin & Patel, 2012; Ruiz, Wang, & Hamlin, 2013) using Flanagan’s (1954) critical incident technique (CIT).