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    Behavioural determinants of perceived managerial and leadership effectiveness in Argentina

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    HRDI 2015 Argentinean Article ...
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    Authors
    Hamlin, Robert G.
    Ruiz, Carols E
    Carioni, Angeles
    Issue Date
    2016-04-21
    
    Metadata
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    Abstract
    The purpose of this empirical study was to explore the perceptions of Argentinean employees about managerial and leadership effectiveness, and was guided by the following research question: How do people employed in Argentinean companies behaviorally differentiate effective managers from ineffective managers? A total of 42 employees from private and public sector organizations in Cordoba, Argentina, were interviewed using Flanagan’s (1954) critical incident technique. The interviews generated 302 critical incidents of which 155 were examples of positive (effective) managerial behavior, and 147 of negative (least effective/ineffective) managerial behavior. The findings suggest that Argentineans perceive as effective those managers who are supportive, considerate, motivating, caring, good decision makers, approachable, participative, fair-minded, communicative, actively involved, and who act as role models; and this challenges the widely held belief that Argentineans prefer authoritarian managers over democratic ones.
    Citation
    Hamlin, RG., Hamlin, RE., Hamlin, R. (2016) 'Behavioural determinants of perceived managerial and leadership effectiveness in Argentina', Human Resource Development International, 19 (4) pp. 267-288 doi: 10.1080/13678868.2016.1147778
    Publisher
    Routledge (Taylor & Francis)
    Journal
    Human Resource Development International
    URI
    http://hdl.handle.net/2436/620172
    DOI
    10.1080/13678868.2016.1147778
    Additional Links
    http://www.tandfonline.com/toc/rhrd20/19/4?nav=tocList
    Type
    Journal article
    Language
    en
    ISSN
    1367-8868
    ae974a485f413a2113503eed53cd6c53
    10.1080/13678868.2016.1147778
    Scopus Count
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    Faculty of Social Sciences

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