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Managerial behavior and performance in China, the UK, and the USA

Managerial behavior and performance in China, the UK, and the USA The purpose of this study was determine which, if any, managerial behaviors were associated with high managerial job performance in three selected countries, China, the UK and the USA. After identifying which behaviors were associated with high managerial job performance, the study then compared the results from each country to identify behaviors that were unique to a country and those that recurred across multiple countries.Design/methodology/approachThis study draws from an archival database of multisource (360°) feedback rating managerial job performance. Supervisors’ ratings on 23,877 national managers from China, the UK and the USA were examined using simultaneous stepwise regression analysis.FindingsThis study found that there were unique behaviors associated with high managerial job performance in each country examined. Additionally, the study found that were also behaviors associated with high managerial performance shared between all three countries.Originality/valueThis study offers another insight to the unique-versus-universal managerial behaviors debate in leadership development literature. Existing literature offers mixed messages regarding universal or unique behaviors across countries. Understanding which key managerial behaviors are associated with perceived high managerial job performance in each country may help to focus the development of these managers and enhance the specificity of selection, coaching, and training initiatives. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Training and Development Emerald Publishing

Managerial behavior and performance in China, the UK, and the USA

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2046-9012
DOI
10.1108/ejtd-09-2018-0094
Publisher site
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Abstract

The purpose of this study was determine which, if any, managerial behaviors were associated with high managerial job performance in three selected countries, China, the UK and the USA. After identifying which behaviors were associated with high managerial job performance, the study then compared the results from each country to identify behaviors that were unique to a country and those that recurred across multiple countries.Design/methodology/approachThis study draws from an archival database of multisource (360°) feedback rating managerial job performance. Supervisors’ ratings on 23,877 national managers from China, the UK and the USA were examined using simultaneous stepwise regression analysis.FindingsThis study found that there were unique behaviors associated with high managerial job performance in each country examined. Additionally, the study found that were also behaviors associated with high managerial performance shared between all three countries.Originality/valueThis study offers another insight to the unique-versus-universal managerial behaviors debate in leadership development literature. Existing literature offers mixed messages regarding universal or unique behaviors across countries. Understanding which key managerial behaviors are associated with perceived high managerial job performance in each country may help to focus the development of these managers and enhance the specificity of selection, coaching, and training initiatives.

Journal

European Journal of Training and Development – Emerald Publishing

Published: Jun 20, 2019

Keywords: Leadership development; Managerial behaviour; Cross-cultural studies; High performing managers; Managing across cultures; Multisource feedback

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