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dc.contributor.authorRuiz, Carlos E.
dc.contributor.authorHamlin, Robert G.
dc.contributor.authorEsparza Martinez, Laura
dc.date.accessioned2018-04-17T11:50:47Z
dc.date.available2018-04-17T11:50:47Z
dc.date.issued2014-04-03
dc.identifier.citationManagerial and leadership effectiveness as perceived by managers and non-managerial employees in Mexico 2014, 17 (3):258 Human Resource Development International
dc.identifier.issn1367-8868
dc.identifier.issn1469-8374
dc.identifier.doi10.1080/13678868.2014.896127
dc.identifier.urihttp://hdl.handle.net/2436/621245
dc.description.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.
dc.language.isoen
dc.publisherTaylor & Francis
dc.relation.urlhttp://www.tandfonline.com/doi/abs/10.1080/13678868.2014.896127
dc.subjectperceived managerial and leadership effectiveness
dc.subjectMexico
dc.subjectinternational HRD research
dc.titleManagerial and leadership effectiveness as perceived by managers and non-managerial employees in Mexico
dc.typeJournal article
dc.identifier.journalHuman Resource Development International
refterms.dateFOA2018-07-18T13:55:25Z
html.description.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.


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