Managerial and leadership effectiveness as perceived by managers and non-managerial employees in Mexico
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AbstractUsing the critical incident (CI) technique, concrete examples of effective and ineffective managerial behaviour (CIs) were collected from managers and non-managerial employees within private and public sector organizations situated in the north and southeast regions of Mexico. The CIs were content analysed using open, axial and selective coding to identify a smaller number of thematic categories. A total of 38 ‘manager’ and 35 ‘non-managerial employee’ behavioural categories were identified respectively, of which 82.19% (n = 60) were found to be either convergent or polar opposite in meaning. The findings suggest that what behaviourally differentiates effective managers from ineffective managers is perceived, described and defined by Mexican managers and non-managerial employees in much the same way. The study provides new insights on the issue of perceived managerial and leadership effectiveness in Mexico and is a rare example of indigenous managerial behaviour research in a non-Anglo country.
CitationRuiz, C. E., Hamlin, R. G., & Esparza Martinez, L. (2014). Managerial and leadership effectiveness as perceived by managers and non-managerial employees in Mexico. Human Resource Development International, 17 (3), pp.258-276
PublisherTaylor & Francis
JournalHuman Resource Development International
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