Developing effective leadership behaviours: the value of evidence-based management.

Abstract

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.