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dc.contributor.authorHamlin, Robert G.
dc.contributor.authorSawyer, Jenny
dc.date.accessioned2008-12-10T13:47:58Z
dc.date.available2008-12-10T13:47:58Z
dc.date.issued2007
dc.identifier.citationBusiness Leadership Review, 4(4)
dc.identifier.urihttp://hdl.handle.net/2436/42161
dc.descriptionThe full text of this article is available at the link given above
dc.description.abstractThis 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.
dc.language.isoen
dc.publisherAssociation of MBAs
dc.relation.urlhttp://www.mbaworld.com/printblrarticle/1046/index.htm
dc.subjectManagerial effectiveness
dc.subjectEffectiveness
dc.subjectManagers
dc.subjectHRD
dc.subjectLeadership
dc.subjectIneffectiveness
dc.subjectEvidence-based management
dc.subjectManagement
dc.subjectOrganisations
dc.titleDeveloping effective leadership behaviours: the value of evidence-based management.
dc.typeJournal article
dc.identifier.journalBusiness Leadership Review
html.description.abstractThis 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.


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