Can universal leadership exist across borders? USA and Mexican insights on employees’ perceptions of what constitutes effective managerial behavior

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper concentrates on the similarities and differences between effective and ineffective managerial traits in companies operating in the USA and Mexico, and with cross-border employees. The results reveal that there are far more similarities than differences in employees’ assessment of effective and ineffective management behavior in the two countries. However, when a manager from one country manages an employee from the other country certain behaviors should be actively adopted to optimize the effectiveness of the working relationship. Consequently the wider societal culture is not the definitive factor that determines what a good manager looks like.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Can universal leadership exist across borders? USA and Mexican insights on employees’ perceptions of what constitutes effective managerial behavior", Human Resource Management International Digest, Vol. 28 No. 6, pp. 17-20. https://doi.org/10.1108/HRMID-05-2020-0121