Behavioural criteria of managerial and leadership effectiveness within egyptian and british public sector hospitals: An empirical case study and multi-case/cross-nation comparative analysis

Human Resource Development International

Volumn 13, Issue 1, 2010, Pages 45-64

  Hamlin, Robert G ^a   Nassar, Mona ^b   Wahba, Khaled ^c  

^a UNIVERSITY OF WOLVERHAMPTON   (United Kingdom)

^b Pasha Connections Ltd   (Egypt)

^c Regional IT Institute   (Egypt)

Author keywords

Behavioural criteria; International comparative HRD research; Managerial and leadership effectiveness

Indexed keywords

EID: 85016005240     PISSN: 13678868     EISSN: 14698374     Source Type: Journal    
DOI: 10.1080/13678861003608238     Document Type: Article

References (67)

1. Alas, R., Tafel, K., and Tuulik, K., 2007. Leadership style during transitions in society:Case of Estonia. Problems and Perspectives in Management, 5 (1):50–60.
2. Ali, A. J., 1993. Decision-making style, individualism, and attitudes toward risk of Arab executives. International Studies of Management and Organization, 23 (3):53–73.
3. Alban-Metcalfe, R., and Alimo-Metcalfe, B., 2001. The development of a new transformational leadership questionnaire. Journal of Occupational and Organizational Psychology, 74 (1):1–23.
4. Alvesson, M., and Deetz, S., 2000. Doing critical management research, London:Sage.
5. Arvonen, J., and Ekvell, G., 1999. Effective leadership style:Both universal and contingent?. Creativity and Innovation Management, 8 (4):242–250.
6. Atiyyah, H. S., 1992. Research note:Research in Arab countries, published in Arabic. Organization Studies, 13:105–110.
7. Atiyyah, H. S., 1993. Management development in Arab countries:The challenges of the 1990s. Journal of Management Development, 12 (1):3–12.
8. 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), 72 (4):441–463.
9. Axelsson, R., 1998. Towards an evidence based health care management. International. Journal of Health Planning and Management, 13 (4):307–317.
10. Barker, L., 2000. Effective leadership within hospice and specialist palliative care units. Journal of Management in Medicine, 14 (5/6):291–309.
11. Bass, B., 1996. Is there universality in the full range model of leadership?. International Journal of Public Administration, 16 (6):738–769.
12. Bennis, W., 1999. The end of leadership:Exemplary leadership is impossible without full inclusion, initiatives and co-operation of followers. Organizational Dynamics, 28 (10):71–80.
13. Berry, J. W., 1989. Imposed etics-emics-derived etics:The operationalization of a compelling idea. International Journal of Psychology, 24:721–735.
14. Bolden, R., 2004. What is leadership? Leadership South West research report, Exeter, UK:South West of England Regional Development Agency.
15. Braithwaite, J., 2004. An empirically-based model for clinician-managers' behavioural routines. Journal of Health Organization and Management, 18 (4):240–261.
16. Braun, V., and Clarke, V., 2006. Using thematic analysis in psychology. Qualitative Research and Psychology, 3:77–101.
17. Brodbeck, F. C., Frese, M., Akerblom, S., Audia, G., Bakacsi, G., Bendova, H., Bodega, D., Bodur, M., Booth, S., Brenk, K., Castel, P., Hartog, D. D., Donnelly-Cox, G., Gratchev, M. V., Holmberg, I., Jarmuz, S., Jesuino, J. C., Jorbenadse, R., Kabasalak, H. E., Keating, M., Kipiani, G., Konrad, E., Koopman, P., Kurc, A., Leeds, C., Lindell, M., Maczynski, J., Martin, G. S., O'Connell, J., Papalexandris, A., Papalexandris, N., Prieto, J. M., Rakitski, B., Reber, G., Sabadin, A., Schramm-Nielson, J., Schultz, M., Sigfrids, C., Szabo, E., Thierry, H., Vondrysova, M., Weibler, J., Wilderom, C., Witkowski, S., and Wunderer, R., 2000. Cultural variations of leadership prototypes across 22 European countries. Journal of Occupational and Organizational Psychology, 73:1–29.
18. Bryman, Alan., 1997. “ Leadership in organizations ”. In Handbook of organization studies, Edited by:Clegg, Stewart R., Hardy, Cynthia, and Nord, Walter R., 276–292. London:Sage.
19. Bryman, A., and Bell, E., 2003. Business research methods, Oxford, UK:Oxford University Press.
20. Cammock, P., Nilakant, V., and Dakin, S., 1995. Developing a lay model of managerial effectiveness. Journal of Management Studies, 32 (4):443–447.
21. Carl, D. E., and Javidan, M., Universality of charismatic leadership:A multi-nation study. Academy of Management Proceedings. International Management. Paper Presented at The Academy of Management 2001 Meeting. August2001, Washington, D.C., USA.
22. Davies, H., 2006. Improving the relevance of managerial research:Evidence-based design science or both?'. Business Leadership Review, 3 (3):1–6.
23. Easterby-Smith, M., Thorpe, R., and Lowe, A., 1991. Management research:An introduction, London:Sage.
24. Eisenhardt, K. M., 1989. Building theories from case study research. Academy of Management, 14:532–550.
25. Flanagan, J. C., 1954. The critical incident technique. Psychological Bulletin, 51 (4):327–358.
26. Flanagan, H., and Spurgeon, P., 1996. Public sector managerial effectiveness:Theory and practice in the National Health Service, Buckingham, UK:Open University Press.
27. Flick, U., 2002. An introduction to qualitative research, 2nd ed, London:Sage.
28. Garavan, T., and McGuire, D., 2001. Competencies and workplace learning:Some reflections on the rhetoric and the reality. Journal of Workplace Learning, 13 (4):144–163.
29. Gaughan, A. C., 2001. Effective leadership behaviour:Leading ‘the third way’ from a primary care group perspective. Journal of Management in Medicine, 15 (1):67–94.
30. Grazier, K. I., 2004. Interview with Stephen M. Shortell, Ph.D., FACHE, University of California-Berkeley. Journal of Healthcare Management, 49 (2):73–79.
31. Grint, Keith., 1997. Introd. to Leadership:Classical, contemporary and critical approaches, by, Edited by:Grint, Keith. Oxford, UK:Oxford University Press.
32. Hamlin, Bob., 2009. Universalistic models of managerial and leadership effectiveness:A cumulative and multiple cross-case empirical study of effective and ineffective managerial behaviour, Saarbrucken, Deutschland:VDM Verlag Dr. Muller.
33. Hamlin, Bob, and Cooper, David. 2007. “ Developing effective managers and leaders within health and social care contexts:An evidence-based approach ”. In Human resource development in the public sector:The case of health and social care, Edited by:Sambrook, Sally, and Stewart, Jim. 187–212. Abingdon, UK:Routledge.
34. Hamlin, R. G., 2002a. A study and comparative analysis of managerial and leadership effectiveness in the National Health Service:An empirical factor analytic study within an NHS Trust hospital. Health Services Management Research, 15:245–263.
35. 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, 5 (4):467–491.
36. Hamlin, R. G., 2004. In support of universalistic models of managerial and leadership effectiveness:Implications for HRD research and practice. Human Resource Development Quarterly, 15 (2):189–215.
37. Hamlin, R. G., 2005. Toward universalistic models of managerial leader effectiveness:A comparative study of recent British and American derived models of leadership. Human Resource Development International, 8 (5):5–25.
38. th International Conference on HRD Research and Practice Across Europe. June27–29, Oxford, UK.
39. Hamlin, R. G., Generating HRD related ‘general knowledge’ from Mode 2 ‘design science’ research:A cumulative study of manager and managerial leader effectiveness. AHRD 2007 International Research Conference Proceedings. Edited by:Nafukho, Frederick M., Chermack, Thomas J., and Graham, Carroll M., S 7.1. Baton Rouge, OH:Academy of Human Resource Development
40. Hamlin, R. G., and Cooper, D. J., HRD professional partnerships for integrating research and practice:A case study example form the British National health Service. AHRD 2005 International Research Conference Proceedings. Edited by:Morris, Lane, Nafukho, Frederick M., and Graham, Carroll M., S 43.1. Baton Rouge, OH:Academy of Human resource Development
41. Hamlin, R. G., and Serventi, S. A., 2008. Generic behavioural criteria of managerial effectiveness:An empirical and comparative study of UK local government. Journal of European Industrial Training, 32 (4):285–302.
42. Hales, C. P., 1986. What do managers do? A critical review of the evidence. Journal of Management Studies, 23 (1):88–115.
43. Horner-Long, P., Schoenberg, R., and R. 2002. Does e-business require different leadership characteristics? An empirical investigation. European Management Journal, 20 (6):611–619.
44. House, R. J., and Aditya, R. N., 1997. The social scientific study of leadership:Quo vadis?. Journal of Management, 23 (3):409–465.
45. 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, 6 (3):361–377.
46. Knights, D., and Willmott, H., 1992. Conceptualizing leadership processes:A study of senior managers in a financial services company. Journal of Management Studies, 29 (6):761–782.
47. Kotter, J. P., 1999. On what leaders really do. Harvard Business Review, 77 (2):145–159.
48. Kozan, M. K., 1993. Cultural and industrialization level influences on leadership attitudes for Turkish managers. International Studies of Management and Organization, 23:7–17.
49. Lyons, E., and Chryssochoou, X., 2000. “ Cross-cultural research methods ”. In Research methods in psychology, Edited by:Breakwell, Glynis M., Hammond, Sean, and Fife-Schaw, Chris. 134–146. London:Sage.
50. Madill, A., Jordon, A., and Shirley, C., 2000. Objectivity and reliability in qualitative analysis:Realist, contextualist and radical constructionist epistemologies. British Journal of Psychology, 91:1–20.
51. Mayring, P., 2004. “ Qualitative content analysis ”. In A companion to qualitative research, Edited by:Flick, U., E.v. Kardoff and Steinke, I., 266–9. London:Sage.
52. Miles, M. B., and Huberman, A. M., 1994. Qualitative data analysis, Thousands Oak, CA:Sage.
53. Nassar, M., 2007. Developing criteria for managerial and leadership effectiveness within ‘Egypt’ Hospital Unpublished MBA Thesis, Maastricht School of Management, Maastricht, The Netherlands
54. Parnell, J. A., and Hatem, T., 1997. The cultural specificity of management constructs:An empirical examination. International Journal of Value-Based Management, 10:247–271.
55. Ponterotto, J. G., 2005. Qualitative research in counseling psychology:A primer on research paradigms and philosophy of science. Journal of Counseling Psychology, 52 (2):126–136.
56. Raelin, J., 2004. Don't bother putting leadership into people. Academy of Management Executive, 18 (3):340–355.
57. Russ-Eft, D., Berrey, C., Hurson, K., and Brennan, K., 1996. Updating the meaning of leadership:A grass roots model for the new workplace, An Essay from Zenger Miller M2021 V.1.1 (7/96), 71–72, Zinger Miller Inc
58. Shipper, F., Pearson, D. A., and Singer, D., 1998. A study and comparative analysis of the effective and ineffective leadership skills of physicians and non-physician health care administrators. Health Services Management Research, 11:124–135.
59. Strauss, A. L., and Corbin, J., 1998. Basics of qualitative research. Techniques and procedures for developing grounded theory, London:Sage.
60. Tsui, A., 1984. “ A multiple-constituency framework of managerial reputational effectiveness ”. In Leaders and managers:International perspectives on managerial behaviour and leadership, Edited by:Hunt, James G., Hoskings, Dian M., Schriesheim, Chester A., and Stewart, Rosemary. 28–44. New York:Pergamon.
61. Walumbwa, F. O., and Lawler, J. J., 2003. Building effective organizations:Transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviours in three emerging economies. International Journal of Human Resource Management, 14:1083–1101.
62. Wang, G. G., Building comparative HRD:A multi-disciplinary methodological review. AHRD 2009 International Research Conference Proceedings. Edited by:Chermack, Thomas J., Storberg-Walker, Julia, and Graham, Carroll M., S48-1. Baton Rouge, OH:Academy of Human Resource Development
63. Woodruffe, C., 1992. “ What is meant by competency? ”. In Designing and achieving competency, Edited by:Boam, R., and Sparrow, P., 16–30. London:McGraw- Hill.
64. Yin, R. K., 1989. Case study research:Design and methods, Newbury Park, CA:Sage.
65. Yukl, G., 1989. Managerial leadership:A review of theory and research. Journal of Management, 15:254–289.
66. Yukl, G., 1994. Leadership in organizations, 3rd ed, Englewood Cliffs, NJ:Prentice Hall.
67. Zhu, Y., 2007. Do cultural values shape employee receptivity to leadership style?. Academy of Management Perspectives, 21 (3):89–90.