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Managerial behavior and performance in China, the UK, and the USA

Dennis W. Paetzel (Department of Organizational Leadership, Policy, and Development, University of Minnesota, Minneapolis, Minnesota, USA)
Louis N. Quast (Department of Organizational Leadership, Policy, and Development, University of Minnesota, Minneapolis, Minnesota, USA)
Pimsiri Aroonsri (Department of Organizational Leadership, Policy, and Development, University of Minnesota, Minneapolis, Minnesota, USA)
Meida Surya (Department of Organizational Leadership, Policy, and Development, University of Minnesota, Minneapolis, Minnesota, USA)
Tasha S. Hart-Mrema (Department of Organizational Leadership, Policy, and Development, University of Minnesota, Minneapolis, Minnesota, USA)

European Journal of Training and Development

ISSN: 2046-9012

Article publication date: 11 March 2019

Issue publication date: 20 June 2019

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Keywords

Acknowledgements

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.

Citation

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

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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