The purpose of this study was determine which, if any, managerial behaviors were associated with high managerial job performance in three selected countries, China, the UK and the USA. After identifying which behaviors were associated with high managerial job performance, the study then compared the results from each country to identify behaviors that were unique to a country and those that recurred across multiple countries.
This study draws from an archival database of multisource (360°) feedback rating managerial job performance. Supervisors’ ratings on 23,877 national managers from China, the UK and the USA were examined using simultaneous stepwise regression analysis.
This study found that there were unique behaviors associated with high managerial job performance in each country examined. Additionally, the study found that were also behaviors associated with high managerial performance shared between all three countries.
This study offers another insight to the unique-versus-universal managerial behaviors debate in leadership development literature. Existing literature offers mixed messages regarding universal or unique behaviors across countries. Understanding which key managerial behaviors are associated with perceived high managerial job performance in each country may help to focus the development of these managers and enhance the specificity of selection, coaching, and training initiatives.
Conflict of Interest: We note that Louis N. Quast formerly had a financial interest in PDI Ninth House, the copyright holder of The PROFILOR® for Managers used in this study.
Paetzel, D.W., Quast, L.N., Aroonsri, P., Surya, M. and Hart-Mrema, T.S. (2019), "Managerial behavior and performance in China, the UK, and the USA", European Journal of Training and Development, Vol. 43 No. 5/6, pp. 505-516. https://doi.org/10.1108/EJTD-09-2018-0094
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