Developing effective leadership behaviours: the value of evidence-based management.
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Issue Date
2007
Metadata
Show full item recordAbstract
This article presents the findings of an HRD Professional Partnership study of effective and ineffective managerial and leadership behaviours exhibited by executive leaders within the UK business of a large international telecommunications company, and describes how the research has challenged various aspects of the organisation’s company-wide competency framework and its executive leader development programme. Additionally, the article reveals and discusses the extent to which the results are generalised to the findings of several managerial and leadership effectiveness studies carried out in other UK private and public-sector organisations, and the contribution of this research to current debates concerning the universality of management and leadership, and the concept of evidence-based management.Citation
Business Leadership Review, 4(4)Publisher
Association of MBAsJournal
Business Leadership ReviewAdditional Links
http://www.mbaworld.com/printblrarticle/1046/index.htmType
Journal articleLanguage
enDescription
The full text of this article is available at the link given aboveCollections