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dc.contributor.authorHamlin, Robert G.
dc.contributor.authorRuiz, Carols E
dc.contributor.authorCarioni, Angeles
dc.date.accessioned2016-01-25
dc.date.available2016-09-26T08:12:55Z
dc.date.issued2016-04-21
dc.identifier.citationHamlin, 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
dc.identifier.issn1367-8868
dc.identifier.doi10.1080/13678868.2016.1147778
dc.identifier.urihttp://hdl.handle.net/2436/620172
dc.description.abstractThe 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.
dc.language.isoen
dc.publisherRoutledge (Taylor & Francis)
dc.relation.urlhttp://www.tandfonline.com/toc/rhrd20/19/4?nav=tocList
dc.subjectmanagerial effectiveness,
dc.subjectmanagerial behavior,
dc.subjectsupervisory leadership in Argentina
dc.titleBehavioural determinants of perceived managerial and leadership effectiveness in Argentina
dc.typeJournal article
dc.identifier.journalHuman Resource Development International
dc.date.accepted2016-01-25
dc.source.volume19
dc.source.issue4
dc.source.beginpage267
dc.source.endpage288
refterms.dateFOA2017-10-31T00:00:00Z
html.description.abstractThe 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.


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