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Student leadership is a buzzword on most university campuses. However, recent research indicates that the leadership learning assumed to be taking place may not have happened at the depth currently believed. One explanation is that, as management education and development scholars, we are not clear on what leadership skills these student leaders require. This manuscript identifies the critical managerial leadership behaviors these student leaders need to successfully move their student organizations forward. It is based on empirical data from student members of the very organizations the student leader is trying to influence.

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.

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 explore how women’s compassionate leadership behaviors relate to physical isolation, trust building and turnover intention in virtual work environments in Nigeria.

The authors collected quantitative data through two-wave surveys from 428 respondents in virtual work environments across public and private organizations in Nigeria. The proposed hypotheses were tested using partial least squares structural equation modeling.

The outcomes from the test of hypotheses suggest that women’s compassionate managerial leadership behaviors negatively relate to physical isolation among virtual workers. Conversely, a positive link was found between women’s compassionate managerial leadership behaviors and trust building. Further, an inverse association was found between women’s compassionate managerial leadership behaviors and turnover intention among virtual workers.

Based on the findings, organizations may consider deploying more women managers to virtual work schedules to address trust, isolation and turnover intention challenges. Also, HR practitioners may consider training male managers in virtual work on how to restructure their relationships with subordinates to reflect compassionate attributes so that subordinates can feel safe sharing their worries with them for timely support. Policy-wise, relevant government agencies that are saddled with the responsibility of emancipating women from career-inhibiting patriarchal practices in Africa (i.e. confining women to the house) should encourage women to embrace the homeworking model, which holds great career potential for women.

As a response to the current calls for research on the suitable leadership style for virtual work environments, this study empirically demonstrates that women’s innate compassionate leadership behaviors significantly address physical isolation, trust and turnover intention challenges in virtual work settings. To the authors’ knowledge, this is the first study that explores the link between these variables. As such, this study substantially enriches the literature on gender in management.

This issue is a selected bibliography covering the subject of leadership.

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.

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 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.

To determine the effect that implicit leadership theories have on the relevance of 360‐degree review techniques used to assess managerial behavior.

The relationships of subordinate, superior and self ratings of manager leader behaviors with three performance indicators were examined in 60 retail stores located in the USA.

Nearly, all of the subordinate ratings of manager behaviors were significantly related to performance of internal processes, while nearly all ratings of the same manager provided by superiors were related to performance in store merchandizing.

The performance indicators were derived from company records, independent of influence from the rater groups.

Multi‐source ratings of managerial behaviors may be based on overall work unit performance rather than observation and should be assessed and interpreted cautiously in providing feedback for management development.

The ratings of managerial behaviors may reflect implicit leadership models activated by observation of store performance rather than rater observations of the manager's behaviors.

Although the international business literature has examined leader traits that are desirable in different cultures, it has not examined critical behaviors or managerial attributions of credit and blame. Credit and blame attributions have important consequences for the desirability of leadership across cultures. Arguing that these types of managerial attributions are likely to have a strong impact on what constitutes desirable leadership; the authors examine them in five countries, namely, USA, France, India, Turkey and Vietnam. The purpose of this paper is to contribute by examining the influence of credit and blame attributions on subordinate satisfaction and leadership perceptions (desirability), unaddressed in the literature.

The model was tested using questionnaire responses of subordinates in a variety of business organizations, from the five countries indicated, including manufacturing, telecommunication, financial and other services.

Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures. The results are supportive of the hypotheses and suggest the important moderating role of subordinate performance for leadership perceptions. The authors discuss findings in the context of the literature, highlight contributions and identify limitations and future directions.

Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures.