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This study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the relationship with the immediate supervisor and adaptive performance.

The research adopted a cross-sectional survey design. A total of 220 Korean employees, small-sized team members, were recruited from the automotive industry for the study. This research explored the relationship between perceived and preferred coaching behaviors using the Pearson correlation. Structural equation modeling was used to analyze the relationships among perceived and preferred managerial coaching behaviors, the discrepancy between them, the quality of the relationship with the immediate supervisor, adaptive performance and job satisfaction.

Perceived and preferred coaching behaviors exhibited a weak correlation. Perceived coaching behaviors indirectly influenced job satisfaction through the quality of the relationship with the immediate supervisor and adaptive performance. The discrepancy between perceived and preferred coaching behaviors directly and indirectly influenced job satisfaction via adaptive performance. However, all paths related to preferred coaching behaviors were found to be insignificant.

Although the results of this research may be generalized to the Korean automotive industry, the findings highlight perceived and preferred coaching behaviors and the discrepancy between them as independent variables. The findings shed light on the influences of managerial coaching on the quality of the relationship with the immediate supervisor within Korean workplace cultures and how coaching behaviors contribute to triggering subordinates’ adaptive performance. In addition, the study provides how managerial coaching influences job satisfaction in the workplace.

Based on the findings, an organization should cultivate self-directed learning environments to enhance employees’ adaptive performance. The coaching training session should be added to the leadership development program for new managers. Team leaders need to consider their members’ preferences during managerial coaching.

The variables, such as preferred coaching variables and the discrepancy between perceived and preferred coaching behaviors, along with the research framework, represent a novelty in managerial coaching, as well as within the Korean context.

This paper aims to report the results of a replication study of perceived managerial and leadership effectiveness within a Romanian public sector hospital, and to discuss the extent to which they are similar to and different from findings from equivalent studies carried out in two British NHS Trust hospitals.

Concrete examples (critical incidents) of effective and ineffective managerial behaviour were collected using Flanagan's critical incident technique (CIT). The critical incidents were content analyzed to identify a smaller number of behavioural statements (BSs). These were then compared and contrasted against two British BS data sets using realist qualitative analytic methods, and deductively coded and sorted into extant behavioural categories.

A total of 57 BSs were identified of which 30 were examples of effective and 27 of least effective/ineffective managerial behaviour. The multi‐case/cross‐nation comparative analysis revealed high degrees of commonality and relative generalization between the Romanian and British findings.

Data saturation may not have been achieved during the CIT collection phase of the study. The relevance and transferability of the findings to other public sector hospitals in Romania have yet to be demonstrated empirically. The results have potential as “best evidence” to inform and shape “evidence‐based HRD” initiatives designed to train and develop effective managers and leaders within the health services sector of Romania and the United Kingdom.

The study is a rare example of indigenous managerial behaviour research in a non‐Anglo country. The results lend strong empirical support for universalistic explanations of the nature of perceived managerial and leadership effectiveness.

This paper aims to examine the validity of the Managerial Practices Survey (MPS). Despite voluminous work on leadership styles, few studies have examined the specific behaviors of effective leaders in the hospitality industry.

Data were collected from two different samples through surveys to assess the construct validity of the MPS in the hospitality industry.

The proposed four meta-category and 18 component behavior MPS framework fit the data well and both the meta-categories and component behaviors were predictive of leadership effectiveness.

While meta-categories may be conceptually and theoretically relevant, component leadership behaviors are more useful for applied uses, such as leadership development. When behaviors are assessed at the component level, leaders can be provided with feedback and coaching on the specific actions they can take to improve their decision-making and problem-solving capabilities and ultimately become more effective leaders.

This research provides a validation of the MPS and useful insights for which behaviors are most useful for managers in hospitality contexts.

The purpose of this paper is to test the influence of managerial coaching on frontline employee customer orientation, sales orientation and performance in a Chinese context. Further to this first goal, the authors also aim to compare these results with those obtained with a sample of Canadian bank employees in order to understand to what extent differences between Eastern and Western cultures affect business practices and employee responses in both environments.

This paper replicates a study from 2014 that used a sample of Canadian financial advisors to test the impact of managerial coaching on customer orientation, sales orientation and performance. In this new study, 185 frontline employees from a large insurance company in Chongqing (China) answered a paper-and-pencil questionnaire in Mandarin providing information about the coaching received from their managers, their own customer and sales orientation, as well as performance. Data were analyzed using structural equation modeling in AMOS as well as multigroup confirmatory factor analysis to evaluate cross-cultural differences.

The authors found that for the Chinese respondents managerial coaching is positively related to employee performance both directly and through the mediation effect of customer orientation. The authors found no support for the mediation of sales orientation between coaching and performance. These results suggest that managerial coaching might be a good strategy to promote relational behaviors in frontline employees, but not to reduce manipulative behaviors. The authors also found that these results are statistically equivalent for Chinese and Canadian respondents, suggesting that cultural differences are less prevalent than expected in this business sector.

The study makes several contributions to research. First, it suggests that managerial coaching can help employees develop their customer orientation–a central construct for commercial organizations working under a relational marketing approach. Second, it presents one of the first studies that evaluate the efficiency of managerial coaching in an Eastern country. And finally, results underline the equivalence of results for Eastern (China) and Western (Canada) respondents suggesting that in a global environment (like the financial industry) the business logic guiding the development of good customer relationships and employee customer-oriented behaviors prevails over potential cultural differences and makes leader and employee behaviors more similar and comparable across different regions in the world.

First, the use of managerial coaching seems to increase frontline employee relational behaviors, like customer orientation. Accordingly, managerial coaching seems to be a link that can help financial institutions bridge the formulation of a marketing relational strategy in the boardroom and the implementation of such a strategy at the customer interface between frontline employees and customers. Second, given the equivalence of results between the Canadian and the Chinese sample, it seems that the similarities between business models and business logics within the financial services sector are more important—and supersede—the potential cross-cultural differences between Eastern and Western countries.

The study makes a contribution to the limited literature on the use of managerial coaching in financial institutions to increase frontline employee relational behaviors. At the same time, it presents one of the few cross-cultural studies comparing results obtained from Chinese and Canadian respondents.

During the twentieth century, much of the discussion about managerial behaviour centred on the difference between management functions and manager roles, with much of the debate centring on “Who is right, Mintzberg or Fayol?” Reports on a study, involving 523 Australian managers, which suggests both are right – Fayol gave us management as we would like it to be and Mintzberg gave us management as it is. In doing so, promulgates a set of new constructions of managerial behaviour – preferred managerial style (management as we would like it to be) and enacted managerial style (management as it is). Taken together, we now have available to us a more integrated theoretical base for research on management and managerial behaviour, and a measure that can be used to progress the required research.

The main purpose of this paper is to analyze the effect of fairness psychology on the motivation and behavior that drives managerial entrenchment. The paper also provides a theoretical basis to set up an effective incentive and restraining mechanism for corporations.

This paper conducts an experiment to investigate the effect of fairness preference on managerial entrenchment in enterprises.

The results of the experiment show that managers are very concerned about fair payoffs, i.e. the comparison of the principals’ earnings with managers’ market average levels of pay. The worse managers’ fairness preference becomes, the greater are the degrees of managerial entrenchment exhibited. In addition, a large payoff gap between managers and principals produces a higher sensitivity in high-ability managers, while a large payoff gap between managers and managers elsewhere in a market leads to a higher sensitivity in low-ability managers.

This paper provides new insights into incentives and constraints affecting the behaviors of managers at the corporate board level. Maintaining equity between managers’ payoffs, principals’ earnings and managers’ market average pay levels can restrain both the entrenchment behavior of managers caused by unfair psychology and also the increasing costs of staff switching jobs, thus producing greater profits for companies.

The purpose of this qualitative study is to compare the perceptions of employed people in Mexico and Colombia about managerial and leadership behavioural effectiveness.

A qualitative multiple cross-case and cross-nation comparative analysis of findings obtained from the two past emic replication (Mexico and Colombia) studies was conducted.

The study suggests that people within Mexican and Colombian organizations perceive “managerial and leadership behavioural effectiveness” in very similar ways. The findings support those researchers whose studies indicate that culture may not, as previously thought, play a significant role in the way managers should manage and lead their subordinates.

The authors acknowledge two main limitations related to the sample size and scope of the two compared sets of empirical source data. The number of critical incidents about perceived managerial behavioural effectiveness obtained from the two compared studies was unbalanced (318 from the Mexican study and 267 from the Colombian study). Thus, the authors suggest more indigenous replication managerial behaviour studies be carried out in both Mexico and Colombia with the objective of identifying (if possible) the existence of critical incidents that could lead to different findings. Furthermore, the authors suggest conducting replica studies focused on specific industries rather than a diverse range of organizations to test the generalizability of the findings.

The findings of the comparative study are relevant to those human resource development professionals in international companies with operations in Mexico and/or Colombia when preparing their executives for international assignments in these Latin American countries.

The comparative study attempts to generate new insights and better understanding within the context of “managerial and leadership behavioural effectiveness” research, which the authors hope will make a useful contribution to the existing small body of knowledge regarding similarities and differences in managerial practices across culturally diverse Latin American countries.

Attempts to transfer Western management theories without considering the host's cultural value system is a prescription for failure. While conceptual frameworks for understanding cultural differences exist, such as the ones developed by Hofstede and Hall, we know little about which managerial practices are relevant in what cultural settings. Adopting the view that the effectiveness of different management behaviors depends on the culture in which they are practiced, this paper develops various propositions that match specific managerial behaviors with cultural work values. The matching of managerial behaviors with cultural values has a wide range of applications in overseas selection decisions and training programs.

The purpose of this paper is to examine the relative importance of four managerial skill dimensions (technical skill, administrative skill, human skill, and citizenship behavior) for predicting managerial effectiveness. In addition, it aims to explore whether the relative importance of these skill dimensions varies as a function of gender or organizational level.

Participants were 733 managers enrolled in a nationally recognized leadership development program. Ratings of managerial skill were obtained from peers using a well‐validated 360‐degree assessment instrument, while manager effectiveness ratings were provided by supervisors. Moderated multiple regression and relative weight analysis were used to test the study's hypotheses.

Using ratings provided by multiple sources, these results show that all four of the managerial skill dimensions were significantly important predictors of manager effectiveness. Human skills were significantly more important than technical skill and citizenship behavior, while administrative skills were most important overall. Gender was not a significant moderator of the skill‐effectiveness relationship, but organizational level was.

Individuals tasked with selecting, developing, or placing managers should take all four skill dimensions into account. Moreover, special consideration should be given to administrative skill, and this emphasis should increase for managers higher up in the organizational hierarchy.

Although prior research has speculated about the importance of different managerial skills, this study is the first to provide empirical support for this skill typology in predicting actual managerial effectiveness using appropriate statistical analyses for examining the relative importance of these skill dimensions.

The purpose of this paper is to identify behaviorally‐based training for management trainees with a foundation in employees' beliefs about effective managerial behaviors, and the relationship of these behaviors to employees' satisfaction with supervision, company as employer, and job assignments.

Manufacturing organization and social services agency employees (N=134) were surveyed by questionnaire and asked “How important do you think it is that managers exhibit the following behaviors?” and “How well does your manager exhibit the following behaviors?” Factor analysis produced three factors: Connection with employees, Vision, Autonomy. Employee satisfaction questions were included.

Vision and Autonomy scales for “How well does your manager exhibit the following behaviors?” showed significant, positive correlations for satisfaction with quality of supervision, and with company/agency as an employer. Connection with employees scale for “How important do you think it is that managers exhibit the following behaviors?” showed significant, positive correlations for employees' satisfaction with job assignments

Future research should include employees' perceptions of what constitutes effective managerial behaviors. Study should be replicated in larger, multicultural organizations to assess the universality of these managerial behaviors.

Specific recommendations for behaviorally‐based manager training of management trainees, based on employee‐identified behaviors, are provided.

The paper is creative in its inclusion of employees in data collection of definition of effective managerial behaviors and is valuable to those interested in management trainee programs linking behaviorally‐based development to employee satisfaction outcomes.