Perceived managerial and leadership effectiveness in Mexico and the USA: a comparative study of effective and ineffective managerial behaviour
AbstractPurpose The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour. Design/methodology/approach A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted. Findings Notwithstanding the significant cultural variances between Mexico and the US underlined by various cross-cultural studies, our findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner. Research limitations While the results of our study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, we suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries. Practical implications The findings of our study may be relevant for HRD professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries, and emphasizing those practices that may be particular to Mexico and the US respectively, could lead to an improvement in the performance of Mexican executives managing in the US and US executives managing in Mexico.
CitationRuiz, C. E. and Hamlin, B. (2019) Perceived managerial and leadership effectiveness in Mexico and the USA: A comparative study of effective and ineffective managerial behaviour, European Journal of Training and Development, https://doi.org/10.1108/EJTD-01-2019-0004
JournalEuropean Journal of Training and Development
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