Comparative study of the perceptions of Mexican and Colombian employees about managerial and leadership behavioural effectiveness

Abstract

Abstract Purpose The purpose of this qualitative study was to compare the perceptions of employed people in Mexico and Colombia about managerial and leadership behavioural effectiveness. Research Design A qualitative multiple cross-case and cross-nation comparative analysis of findings obtained from the two past emic replication (Mexico and Colombia) studies was conducted. Findings Our study suggests that people within Mexican and Colombian organizations perceive ‘managerial and leadership behavioural effectiveness’ in very similar ways. Our findings support those researchers whose studies indicate that culture may not, as previously thought, play a significant role in the way managers should manage and lead their subordinates. Originality Our comparative study attempts to generate new insights and better understanding within the context of ‘managerial and leadership behavioural effectiveness’ research, which we hope will make a useful contribution to the existing small body of knowledge regarding similarities and differences in managerial practices across culturally diverse Latin American countries. Practical implications The findings of our comparative study are relevant to those HRD professionals in international companies with operations in Mexico and/or Colombia when preparing their executives for international assignments in these Latin American countries.