Toward a British Taxonomy of Perceived Managerial and Leadership Effectiveness
Article first published online: 16 SEP 2013
Copyright © 2013 Wiley Periodicals, Inc.
Human Resource Development Quarterly
Volume 24, Issue 3, pages 365–406, Autumn (Fall) 2013
How to Cite
Hamlin, R. G. and Hatton, A. (2013), Toward a British Taxonomy of Perceived Managerial and Leadership Effectiveness. Human Resource Development Quarterly, 24: 365–406. doi: 10.1002/hrdq.21163
- Issue published online: 16 SEP 2013
- Article first published online: 16 SEP 2013
A long-standing problem in management research has been the lack of agreement about the specific managerial behaviors that are most closely associated with effective management practice and leadership practice. The study reports the results of a qualitative multiple cross-case and cross-sector exploration of what managers and nonmanagerial employees within British public-, private-, and third-sector organizations perceive as effective and least effective/ineffective managerial behavior. Based on empirical findings obtained from nine prior emic replication studies, our derived etic comparative analysis has led to a deduced taxonomy of perceived managerial and leadership effectiveness comprised of eight positive (effective) and six negative (least effective/ineffective) generic behavioral criteria. Comparisons against extant U.S.-derived taxonomies have revealed many similarities but also significant differences. The findings go against the grain of predominant discourse, and challenge long-held, taken-for-granted assumptions about the “contingent” nature of management and leadership. Implications for HRD research and practice are discussed.