Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Characteristics of high performing managers in The Netherlands

Characteristics of high performing managers in The Netherlands Purpose – Despite the abundance of literature on management it seems that the quality of management has not improved enough to prevent scandals which have occurred in recent years. It could be that either the results of these studies have not been put to use in practice or that the results were biased because of the rather one‐sided focus on US managers in much of the leadership literature. As national cultures signal different determinants of high performance, there is a need for leadership research into the effectiveness characteristics of managers in non‐US countries. This article aims to develop an empirically validated profile of high performing managers in The Netherlands using a leadership framework developed in Asia. Design/methodology/approach – Based on a sample of 808 Dutch managers and using the cross‐cultural framework of Excellent Leadership by Selvarajah et al. , the profile of an excellent Dutch manager was derived. Findings – The paper reveals that this profile can be described by a four‐dimensional factor structure consisting of managerial behaviours, environmental influences, personal qualities and organisational demands. Research limitations/implications – The main limitation of the research is that the findings are based on reports from a single source; namely managers' perceptions. Hence, common‐method effects may have inflated the correlations. Practical implications – The results of the research can serve as guidelines for developing an empirically validated profile of high performance managers (HPMs) in other Western countries. They also have practical implications in that organizations can use the HPM profile to tailor their management development programs, evaluation and coaching programs, and recruiting processes in order to improve the quality of their managers. Originality/value – To the best of the authors' knowledge, this is the first time a leadership framework developed in the Eastern world has been applied on Western managers, making this research one of the first of its kind. This is important because, as stated before, there is a strong need for research which extends the theoretical and practical basis of leadership theories from a solely Western focus to a more balanced Western‐Eastern focus. The results from this type of research can provide guidance for improving quality of management worldwide. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Characteristics of high performing managers in The Netherlands

Download PDF
18 pages

Loading next page...
 
/lp/emerald-publishing/characteristics-of-high-performing-managers-in-the-netherlands-Hp2jShkcv2

References (114)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437731211203456
Publisher site
See Article on Publisher Site

Abstract

Purpose – Despite the abundance of literature on management it seems that the quality of management has not improved enough to prevent scandals which have occurred in recent years. It could be that either the results of these studies have not been put to use in practice or that the results were biased because of the rather one‐sided focus on US managers in much of the leadership literature. As national cultures signal different determinants of high performance, there is a need for leadership research into the effectiveness characteristics of managers in non‐US countries. This article aims to develop an empirically validated profile of high performing managers in The Netherlands using a leadership framework developed in Asia. Design/methodology/approach – Based on a sample of 808 Dutch managers and using the cross‐cultural framework of Excellent Leadership by Selvarajah et al. , the profile of an excellent Dutch manager was derived. Findings – The paper reveals that this profile can be described by a four‐dimensional factor structure consisting of managerial behaviours, environmental influences, personal qualities and organisational demands. Research limitations/implications – The main limitation of the research is that the findings are based on reports from a single source; namely managers' perceptions. Hence, common‐method effects may have inflated the correlations. Practical implications – The results of the research can serve as guidelines for developing an empirically validated profile of high performance managers (HPMs) in other Western countries. They also have practical implications in that organizations can use the HPM profile to tailor their management development programs, evaluation and coaching programs, and recruiting processes in order to improve the quality of their managers. Originality/value – To the best of the authors' knowledge, this is the first time a leadership framework developed in the Eastern world has been applied on Western managers, making this research one of the first of its kind. This is important because, as stated before, there is a strong need for research which extends the theoretical and practical basis of leadership theories from a solely Western focus to a more balanced Western‐Eastern focus. The results from this type of research can provide guidance for improving quality of management worldwide.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Mar 2, 2012

Keywords: Excellence; High performance managers; Leadership; Managers; Business excellence; The Netherlands

There are no references for this article.