Perceived managerial and leadership effectiveness in Argentina and Mexico: a comparative study of effective and ineffective managerial behaviour

Carlos Enrique Ruiz and Robert Gordon Hamlin

International Journal of Management Practice, 2018, vol. 11, issue 1, 1-23

Abstract: The purpose of this study was to explore similarities and dissimilarities between perceptions of effective and ineffective managerial behaviour observed in private and public sector organisations in Argentina and Mexico respectively. The results of a qualitative cross-case/cross-nation comparative analysis of findings obtained from two emic replication studies of perceived managerial and leadership effectiveness previously carried out by the authors suggest that in both countries effective managers are perceived as those who are: 'fair', 'flexible', 'caring about employees' and 'understanding of their personal needs', and who 'make sure they have good working conditions', 'provide reward and recognition', 'monitor performance', 'encourage professional development', and 'take into account the suggestions of employees'. These findings support those who theorise about the existence of a universal set of managerial behavioural practices that are effective and ineffective across countries.

Keywords: managerial and leadership effectiveness; perceptions; managerial behaviour; behavioural indicators; comparative study; cross-case; cross-nation; indigenous research; replication research; Argentina; Mexico. (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmpra:v:11:y:2018:i:1:p:1-23

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