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This study aims to identify people’s perceptions of what behaviourally differentiates effective managers from ineffective managers within a South Korean (SK) public sector organization, and the extent to which the findings are similar or different to those of an equivalent previous study in the SK private sector.

Adopting the “pragmatic approach” and assuming a post-positivist ontology and constructivist–interpretivist epistemology, examples of “effective” and “ineffective” managerial behaviour were collected from managers and non-managerial employees in an SK central government Ministry using the critical incident technique. The collected critical incidents were coded, classified and reduced to a smaller number of behavioural categories. These were then compared against equivalent findings from a previous SK private sector replication study using open, axial and selective coding to identify generic behavioural criteria (GBCs)

High degrees of convergence point towards the emergence of a “two-factor” SK behavioural taxonomy of perceived managerial and leadership effectiveness comprised of positive (n = 11) and negative (n = 4) GBCs of effective and ineffective managerial behaviour.

The GBCs constituting the deduced SK behavioural taxonomy could be used by HRD practitioners to critically evaluate the efficacy of extant management and leadership development (MLD) programmes, or to inform/shape the creation of new MLD programmes. Additionally, they could be used by other HR professionals to critically evaluate the relevance and efficacy of the assessment criteria used for existing management selection, 360-degree feedback and formal performance appraisal systems.

The emergence of an SK behavioural taxonomy through Type 3 (emic-as-emic) and Type 4 (emic-and-etic) indigenous research is a rare example of Eastern mid-range theory development.

The purpose of this paper is to present the findings of a “partnership‐research” study of effective and ineffective managerial behaviour within the “local government” setting of the Wolverhampton City Council Social Care Department, and to describe how the research supports and challenges the organisation's existing “leadership and management behavioural competency framework”. Additionally, it reveals and discusses the extent to which the results are consistent with equivalent and comparable findings from an equivalent study within a “central government” department.

Concrete examples of effective and ineffective managerial behaviour were collected using the Critical Incident Technique (CIT) of Flanagan, and the obtained data were analysed using content and thematic analytic methods.

The paper finds that from a total of 218 usable critical incidents 50 discrete behavioural items were identified, of which 25 were examples of “effective” and 25 of “ineffective” behaviour. A comparison against equivalent findings from the “central government” study revealed high degrees of overlap with 92 per cent of the “effective” and 96 per cent of the “ineffective” behavioural items being the same as, similar to, or containing some congruence of meaning.

Although the number of CIT informants (n=40) falls at the top end of the typical sample range for qualitative research, it is possible that data collection “saturation” has not been reached. Whereas the subject of the present “local government” study was first line and middle managers, the focus of the compared “central government” study also included senior managers.

The results of this replica research lend additional empirical support to those who believe in “generic” and “universalistic “ explanations of managerial and leadership effectiveness.

The purpose of this article is to analyse MBA students' actual experiences of both good and bad leadership and the resulting emotional responses; to determine which emotionally intelligent competencies, if any, have greater importance in times of change.

The paper follows a deductive approach: moving from the general to the particular based within the phenomenological paradigm, extending Goleman's inductive research into emotional intelligence competencies. Goleman's framework was adopted because his research was based upon competency models from both private and public organisations, which matches the MBA students' experiences.

The findings suggest that bad leadership equates to a lack of self‐management and relationship management competencies; however good leadership is not the exact opposite. If a person has developed self‐management competencies it does not follow that he/she will be considered a good leader. Leaders should aim to have a clear focus on their followers; in other words, highly developed relationship management competencies. It also appears that face‐to‐face communication is relevant.

The research adopted a qualitative approach, with a small sample, which limits the generalisability of the findings. Also, the interpretation of the responses was based on the researchers' knowledge of Goleman's model, which could be considered to be subjective.

This research could be used to support HRD professionals in the design of both selection and developmental programmes for managers, including competency descriptions, introduction of testing and developmental activities.

The paper discusses the role of emotions in management and adds to the evidence that the competencies within the relationship management quadrant could be used as selection and developmental criteria.

The aim of this study was to identify what people in Mexican organizations perceive as effective and ineffective managerial behavior.

A qualitative study based on the grounded theory approach was conducted. Interviews using the critical incident techniques were conducted with 35 participants from six different companies located in Yucatan, Mexico.

Results suggest that effective managers in Mexico are considered approachable, democratic, fair, considerate, understanding, supportive, caring, and hard working with problem solving skills.

This study is based on the responses of participants located in one region of Mexico. This study focused on the perceptions of Mexican participants only.

Findings of this study have practical implications for human resources professionals, Mexican managers, and expatriates who manage operations and manage people in Mexico. Human resources professionals can use the findings of this study to develop programs for leadership and management development. For Mexican managers, this study set parameters of what is considered effective or ineffective management behavior. Also, the findings of this study can help multinational companies better prepare expatriates for their international assignments in Mexico.

The article explores leadership practices internationally.

The purpose of this study was to identify what Colombians perceive as effective and least effective/ineffective managerial behavior.

This study was conducted following a qualitative methodology based on the philosophical assumptions of pragmatism and the “pragmatic approach” (Morgan, 2007). The critical incident technique was used to generate data from a purposive sample of 27 managers and non-managerial employees located in Medellin and Bogota, Colombia.

The results of this study suggest that effective managers in Colombia are those who are supportive, caring, considerate, participative, understanding, communicative and flexible, and are also good problem solvers.

This study focused on the perceptions of Colombian managers and non-managerial employees only. Therefore, the description of effective and least effective/ineffective managers in Colombia could be highly value-laden from the national cultural perspective. Hence, it is recommended that further research should be carried out to explore the perceptions of international managers who have frequently interacted or worked with Colombian managers.

The results of this study have practical implications for Colombian managers and international managers who manage the Colombian workforce. For Colombian managers, this study provides insight into what is considered effective or least effective/ineffective managerial and leadership behavior. The findings provide useful information on foreign multinational corporations (MNCs) that have operations in Colombia. MNCs can use the results of this study to create effective management development models for their expatriates in Colombia.

This study seeks to examine the managerial behavior of Chinese managers, as observed by their superiors, subordinates, and peers in a state‐owned enterprise in China. Specifically, this study aims to explore two questions. First, what managerial behaviors are perceived as being effective in the Chinese state‐owned enterprise? Second, what managerial behaviors are perceived as being least effective or ineffective in the Chinese state‐owned enterprise?

An exploratory qualitative study was conducted using critical incident (CI) interview techniques. From 35 managers of one large state‐owned telecommunication company in Western China, 230 usable CIs were collected. In total, 31 themes were identified from the thematic analysis, of which 14 related to effective managerial behaviors and 17 related to ineffective behaviors.

An effective Chinese manager is perceived as being supportive, caring, fair, engaging, self‐disciplined, unselfish, responsible, and knowledgeable. While findings of the study highlight the continuing influence of the traditional Chinese culture on the perceived effectiveness of managerial behaviors, they also suggest a clear shift from traditional values that emphasize authoritarian management to Western values that encourage participative management.

While the small sample may limit the generalizability of the study, findings expand the current knowledge base of Chinese management and can be useful for further empirical testing.

This study provides some parameters for benchmarking and evaluating Chinese managerial practices. The identified indicators of effective and ineffective managerial behaviors can be incorporated into the development of a Chinese management competency model or instrument, and a more targeted management development intervention.

This study taps an under‐explored research territory – China, and is one of the first attempts at identifying effective managerial behavior indicators of Chinese managers using the CI technique. By adopting an inductive approach this study provides rich qualitative data that can be useful for developing an indigenous tool appropriate in the Chinese context.

The purpose of this paper is to conduct an investigation into the interaction of three factors: ownership (public and private sector organizations), gender (male and female), and level of manager (senior, middle, junior) in relation to the concept of effectiveness in the Indian context.

The study is based on a data set of primary responses from 200 Indian executives. Exploratory and confirmatory factor analysis was employed to retrieve and validate the instrument. Finally, 2×2×3 factorial ANOVA (GLM) was performed.

First, the study proposes a valid and reliable measure of managerial effectiveness. Second, the interaction pattern of predictor variables in relation to managerial effectiveness provides further insights.

Through its empirical evidence the study offers insight into issues of managerial effectiveness and provides suggestions for managerial action.

The study attempted to gather the views of executives regarding issues of productivity, adaptability and flexibility as constructs of managerial effectiveness. Last, comparative analysis of different categories of managers (based on gender, organizational position, and institutional ownership status) provide an understanding of these issues in the Indian context.

While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. The purpose of this paper is to advance the understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the parallel underlying dynamic and influence of social cognitive frameworks and adaptive self-regulation mechanisms.

The study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modeling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses.

The results of the study identify that RE dimensions, i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. These findings advance the understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME.

The empirical results of this study suggest that RE-related components may be used as means to boost employee effectiveness.

The study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy, i.e. RE and ME.

The purpose of this paper is to explore a successful case of a Chinese state‐owned enterprise (SOE) as it applied western organization development (OD) approaches. Specifically, this study seeks to answer two questions: How has western organization development and change (OD/C) been applied in one Chinese SOE? and What lessons can be learned from this successful case?

The paper employs a single case design to gain an in‐depth understanding. The case study is the methodology when the focus is on a contemporary phenomenon within a real‐life context.

The findings reveal that the organization successfully uses a number of western OD techniques in creating a shared vision, establishing a performance‐based human resource management system, and standardizing budgetary and cost control procedures. The success of the company's change effort is largely attributed to leadership, standardization of management systems, commitment to learning and training, and partnership with an OD expert.

Findings of this paper are limited by the single case study design. Future research is needed to study more cases of success where western OD techniques have been applied. Further research is also warranted to identify indigenous OD approaches used by Chinese organizations. Current research also needs to be expanded to study regions or countries that are undergoing similar economic transitions and have adopted western‐based OD techniques.

By focusing on an under‐explored research territory – China – the paper expands the current knowledge of OD into the international domain and fills in the gap of OD/C research which is lacking in China.

The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour.

A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted.

Notwithstanding the significant cultural variances between Mexico and the USA underlined by various cross-cultural studies, the findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner.

While the results of the study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, the authors suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries.

The findings of the study may be relevant for human resource development professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries and emphasizing those practices that may be particular to Mexico and the USA respectively, could lead to an improvement in the performance of Mexican executives managing in the USA and US executives managing in Mexico.

This paper compares managerial behavioural effectiveness between Mexico and the USA.