Generic behavioural criteria of managerial effectiveness: An empirical and comparative case study of UK local government

Journal of European Industrial Training

Volumn 32, Issue 4, 2008, Pages 285-302

  Hamlin, Robert G ^a   Serventi, Susan A ^b  

^a UNIVERSITY OF WOLVERHAMPTON   (United Kingdom)

^b WOLVERHAMPTON CITY COUNCIL   (United Kingdom)

Author keywords

Behaviour; Local government; Management effectiveness; Partnership; Research

Indexed keywords

EID: 43449117190     PISSN: 03090590     EISSN: None     Source Type: Journal    
DOI: 10.1108/03090590810871388     Document Type: Article

References (74)

1. Adler, N., Shani, A.B. and Styhre, A. (2004), Collaborative Research in Organizations: Foundations for Learning, Change and Theoretical Development, Sage, Thousand Oaks, CA.
2. Alvesson, M. and Deetz, S. (2000), Doing Critical Management Research, Sage, London.
3. Aram, J.D. and Salipante, P.F. (2003), "Bridging scholarship in management: epistemological reflections", British Journal of Management, Vol. 14, pp. 189-205.
4. ASTD (2005), Excellence in Research to Practice Award, 2005 Research-to Practice Conference Proceedings, ASTD International Conference and Exposition, Orlando, FL, June 5-9.
5. Avolio, B.J., Bass, B.M. and Jung, D.L. (1999), "Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire", Journal of Occupational and Organizational Psychology (UK), Vol. 72 No. 4, pp. 441-63.
6. Axelsson, R. (1998), "Towards an evidence-based health care management", International Journal of Health Planning and Management, Vol. 13 No. 4, pp. 307-17.
7. Barker, L. (2000), "Effective leadership within hospice and specialist palliative care units", Journal of Management in Medicine, Vol. 14 Nos 5/6, pp. 291-309.
8. Bennis, W. (1999), "The end of leadership: exemplary leadership is impossible without full inclusion, initiatives and co-operation of followers", Organizational Dynamics, Vol. 28 No. 10, pp. 71-80.
9. Bennis, W. and O'Toole, J. (2005), "How business schools lost their way", Harvard Business Review, May, pp. 96-104.
10. Brannick, T. and Coghlan, D. (2006), "To know and to do: academics' and practitioners' approaches to management research", Irish Journal of Management, Vol. 26 No. 2, pp. 1-22.
11. Braun, V. and Clarke, V. (2006), "Using thematic analysis in psychology", Qualitative Research in Psychology, Vol. 3, pp. 77-101.
12. Brewerton, P. and Millward, L. (2001), Organisational Research Methods, Sage, London.
13. Cammock, P., Nilakant, V. and Dakin, S. (1995), "Developing a lay model of managerial effectiveness", Journal of Management Studies, Vol. 32 No. 4, pp. 443-7.
14. Chell, E. (1999), "Critical icident technique", in Symon, G. and Cassell, C. (Eds), Qualitative Methods and Analysis in Organizational Research: A Practical Guide, Sage, London, pp. 51-72.
15. Cresswell, J.W., Piano Clark, V., Gutman, M. and Hanson, W. (2003), "Advances in mixed methods design", in Tashakkori, A. and Teddie, C. (Eds), Handbook of Mixed Methods in Social and Behavioral Sciences, Sage, Thousand Oaks, CA, pp. 209-40.
16. Das, T.K. (2003), "Managerial perceptions and the essence of the managerial world: what is an interloper business executive to make of the academic-researcher perceptions of managers?", British Journal of Management, Vol. 14 No. 1, pp. 23-32.
17. Davies, H. (2006), "Improving the relevance of management research: evidence-based management: design, science or both?", Business Leadership Review, Vol. 3 No. 3, pp. 1-6.
18. DoH (2005), Our Health, Our Care, Our Say, Government white paper, Department of Health, London.
19. Easterby-Smith, M., Thorpe, R. and Lowe, A. (1991), Management Research: An Introduction, Sage, London.
20. Eisenhardt, K.M. (1989), "Building theories from case study research", Academy of Management Review, Vol. 14, pp. 532-50.
21. Flanagan, H. and Spurgeon, P. (1996), Public Sector Managerial Effectiveness: Theory and Practice in the National Health Service, Open University Press, Buckingham.
22. Flanagan, J.C. (1954), "The critical incident technique", Psychological Bulletin, Vol. 51 No. 4, pp. 327-58.
23. Flick, U. (2002), An Introduction to Qualitative Research, 2nd ed., Sage, London.
24. Fraser, C. and Zarkada-Fraser, A. (2003), "Investigating the effectiveness of managers through an analysis of stakeholder perceptions", Journal of Management Development, Vol. 22 No. 9, pp. 762-83.
25. Garavan, T. and McGuire, D. (2001), "Competencies and workplace learning: some reflections on the rhetoric and the reality", Journal of Workplace Learning, Vol. 13 No. 4, pp. 144-63.
26. Ghoshal, S. (2005), "Bad management theories are destroying good management practice", Academy of Management Learning & Education, Vol. 4 No. 1, pp. 75-91.
27. Gibbs, G. (2007), Analyzing Qualitative Data, Sage, London.
28. Grey, C. (2002), "What are business schools for? On silence and voice in management education", Journal of Management Education, Vol. 26 No. 5, pp. 496-511.
29. Hales, C.P. (1986), "What do managers do? A critical review of the evidence", Journal of Management Studies, Vol. 23 No. 1, pp. 88-115.
30. Hamlin, R.G. (2001), "Towards research-based organisational change and development", in Hamlin, R.G., Keep, J. and Ash, K. (Eds), Organizational Change and Development: A Reflective Guide for Managers, Trainers and Developers, FT Prentice-Hall, Harlow, pp. 283-96.
31. Hamlin, R.G. (2002a), "Towards evidence-based HRD practice", in McGoldrick, J., Stewart, J. and Watson, S. (Eds), Understanding Human Resource Development: A Research-based Approach, Routledge, London, pp. 93-121.
32. Hamlin, R.G. (2002b), "In support of evidence-based management and research-informed HRD through HRD professional partnerships: an empirical and comparative study", Human Resource Development International, Vol. 5 No. 4, pp. 467-91.
33. Hamlin, R.G. (2004), "In support of universalistic models of managerial and leadership effectiveness: implications for HRD research and practice", Human Resource Development Quarterly, Vol. 15 No. 2, pp. 189-215.
34. Hamlin, R.G. (2006), "Behavioural indicators of managerial and leadership effectiveness at the executive leader level of management within a UK private sector telecommunications company", paper presented at the 7th UFHRD/AHRD International Conference on HRD Research and Practice across Europe, Tilburg University, May.
35. Hamlin, R.G. (2007a), "An evidence-based perspective on HRD", Advances in Developing Human Resources, Vol. 9 No. 1, pp. 42-57.
36. Hamlin, R.G. (2007b), "Generating HRD related 'general knowledge' from Mode 2 'design science' research: a cumulative study of manager and managerial leader effectiveness", in Chermack, T.J. and Graham, C.M. (Eds), AHRD Conference Proceedings, AHRD, Bowling Green, OH.
37. Hamlin, R.G. and Ash, K. (2000), "Toward evidence-based organisational change and development", paper presented at the NHS-P Research into Practice Conference, Birmingham, 13 January.
38. Hamlin, R.G. and Bassi, N. (2006), "Behavioral indicators of manager and managerial leader effectiveness: an example of HRD professional partnership research from the UK private sector", in Nafukho, F.M. and Chen, H-C. (Eds), AHRD Conference Proceedings, AHRD, Bowling Green, OH.
39. Hamlin, R.G. and Bassi, N. (2008), "Behavioural indicators of manager and managerial leader effectiveness: an example of Mode 2 knowledge production in management to support evidence-based practice", International Journal of Management Practice, Vol. 3 No. 2 (in press.).
40. Hamlin, R.G. and Cooper, D. (2005), "HRD professional partnerships for ontegrating research and practice: a case study example from the British National Health Service", paper presented at the 2005 AHRD Annual Research Conference, Estes Park, CO, February.
41. Hamlin, R.G. and Cooper, D. (2007), "Developing effective managers and leaders within health and social care contexts: an evidence-based approach", in Sambrook, S. and Stewart, J. (Eds), Human Resource Development in the Public Sector: The Case of Health and Social Care, Routledge, Abingdon, pp. 187-212.
42. Hamlin, R.G. and Sawyer, J. (2007), "Developing effective leadership behaviours: the value of evidence-based management", Business Leadership Review, Vol. 4 No. 4, pp. 1-16.
43. Hamlin, R.G. and Stewart, J.D. (1998), "In support of evidence-based human resource development practice", paper presented at the Lancaster-Leeds Collaborative Conference: Emergent Fields of Management - Connecting Learning and Critique, Leeds University, July.
44. Hamlin, R.G., Reidy, M. and Stewart, J.D. (1998), "Bridging the HRD research-practice gap through professional partnerships", Human Resource Development International, Vol. 1 No. 3, pp. 273-90.
45. Hamlin, R.G., Reidy, M. and Stewart, J.D. (1999), "Effecting management culture change through research-based management development: a British case study", Management Development Forum, Vol. 2 No. 1, pp. 21-47.
46. Holton, E.F. (2004), "Implementing evidence-based practice: time for a national movement?", Human Resource Development Review, Vol. 3 No. 3, p. 187.
47. Holton, E.F. III, Redmann, D.H., Edwards, M.A. and Fairchild, M.E. (1998), "Planning for the transition to performance consulting in municipal government", Human Resource Development International, Vol. 1 No. 1, pp. 35-55.
48. Horner, M. (1997), "Leadership theory: past, present and future", Team Performance Management, Vol. 3 No. 4, pp. 270-87.
49. House, R.J. and Aditya, R.N. (1997), "The social scientific study of leadership: quo vadis?", Journal of Management, Vol. 23 No. 3, pp. 409-65.
50. Jacobs, R.L. (1997), "HRD professional partnerships for integrating HRD research and practice", in Swanson, R. and Holton, E. III (Eds), Human Resource Development Research Handbook: Linking Research and Practice, Berrett-Koehler, San Francisco, CA, pp. 47-61.
51. Kim, H. and Yukl, G. (1995), "Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage model", Leadership Quarterly, Vol. 6 No. 3, pp. 361-77.
52. Leimbach, M.P. and Baldwin, T.T. (1997), "How research contributes to the HRD value chain", in Swanson, R. and Holton, E. III (Eds), Human Resource Development Research Handbook: Linking Research and Practice, Berrett-Koehler, San Francisco, CA, pp. 21-46.
53. Luthans, F., Rosencrantz, S. and Hennessey, H. (1985), "What do successful managers really do? An observation study of managerial activities", The Journal of Applied Behavioral Sciences, Vol. 21 No. 3, pp. 255-70.
54. Luthans, F., Welsh, D. and Taylor, L. (1988), "A descriptive model of managerial effectiveness", Group and Organization Studies, Vol. 13 No. 2, pp. 148-62.
55. MacLean, D., MacIntosh, R. and Grant, S. (2002), "Mode 2 management research", British Journal of Management, Vol. 13, pp. 189-207.
56. Miles, M.B. and Huberman, A.M. (1994), Qualitative Data Analysis, Sage, Thousand Oaks, CA.
57. Nowotny, H., Scott, P. and Gibbons, M., (2001), Re-thinking Science: Knowledge and the Public Age of Uncertainty, Polity Press, Oxford.
58. Ponterotto, J.G. (2005), "Qualitative research in counselling psychology: a primer on research paradigms and philosophy of science", Journal of Counseling Psychology, Vol. 5 No. 2, pp. 126-36.
59. Ruona, W.E.A. and Short, D.C. (2000), in Kuchinke, K.P. (Ed.), Reflection-in-action of a Research Partnership, AHRD Conference Proceedings, AHRD, Bowling Green, OH, pp. 40-3.
60. Russ-Eft, D., Preskill, H. and Sleezer, C. (1997), Human Resource Development Review: Research and Implications, Sage, Thousand Oaks, CA.
61. Shipper, F. (2000), "A cross-cultural, multi-dimensional, nonlinear examination of managerial skills and effectiveness", paper presented at the Academy of Management Meeting, Toronto, August.
62. Short, D. (2006a), "The gap between research and practice in HRD: a summary of the discussion 1995-2005", paper presented at the 2006 AHRD Annual Research Conference, Columbus, OH, February.
63. Short, D. (2006b), "HRD scholar-practitioners: a definition and description of core activities", paper presented at the 2006 AHRD Annual Research Conference, Columbus, OH, February.
64. Starkey, K. and Madan, P. (2001), "Bridging the relevance gap: aligning stakeholders in the future of management research", British Journal of Management, Vol. 12, special issue, pp. S3-S26.
65. Starkey, K. and Tempest, S. (2004), "Researching our way to economic decline", in (Rami) Shani, N.A.B. and Styhre, A. (Eds), Collaborative Research in Organizations: Foundations for Learning, Change and Theoretical Development, Sage, London, pp. 23-36.
66. Stewart, R. (1998), "More art than science?", Health Service Journal, Vol. 28 No. 9, 26 March, pp. 28-9.
67. Strauss, A.L. and Corbin, J. (1990), Basics of Qualitative Research, Sage, London.
68. Staw, B.M. (1995), "Repairs on the road to relevance and rigor: some unexplored issues in publishing organizational research", in Cummings, L.L. and Frost, P.J. (Eds), Publishing in the Organizational Sciences, Sage, London, pp. 85-97.
69. Swanson, R.A. (1997), "HRD research: don't go to work without it", in Swanson, R. and Holton, E. III (Eds), Human Resource Development Research Handbook, Berrett-Koehler, San Francisco, CA, pp. 3-20.
70. Tranfield, D. and Starkey, K. (1998), "The nature, social organization and promotion of management research: towards policy", British Journal of Management, Vol. 9 No. 4, pp. 341-53.
71. van Aken, J. (2005), "Management research as a design science: articulating the research products of Mode 2 knowledge production in management", British Journal of Management, Vol. 16, pp. 19-36.
72. van der Velde, M.E.G., Jansen, G.W.E. and Vinkenburg, C.J. (1999), "Managerial activities among top and middle managers: self versus other perceptions", Journal of Applied Management Studies, Vol. 8 No. 2, pp. 161-4.
73. Vermeulen, F. (2005), "On rigor and relevance: forstering dialectic progress in management research", Academy of Management Journal, Vol. 48 No. 6, pp. 978-82.
74. Woodruffe, C. (1992), "What is meant by competency?", in Boam, R. and Sparrow, P. (Eds), Designing and Achieving Competency, McGraw-Hill, London, pp. 16-30.