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

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    Authors
    Hamlin, Robert G.
    Sawyer, Jenny
    Issue Date
    2007
    
    Metadata
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    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.
    Citation
    Business Leadership Review, 4(4)
    Publisher
    Association of MBAs
    Journal
    Business Leadership Review
    URI
    http://hdl.handle.net/2436/42161
    Additional Links
    http://www.mbaworld.com/printblrarticle/1046/index.htm
    Type
    Journal article
    Language
    en
    Description
    The full text of this article is available at the link given above
    Collections
    Faculty of Social Sciences

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