PurposeThe aim of this study was to identify what people in Mexican organizations perceive as effective and ineffective managerial behavior.Design/methodology/approachA 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.FindingsResults suggest that effective managers in Mexico are considered approachable, democratic, fair, considerate, understanding, supportive, caring, and hard working with problem solving skills.Research limitations/implicationsThis study is based on the responses of participants located in one region of Mexico. This study focused on the perceptions of Mexican participants only.Practical implicationsFindings 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.Originality/valueThe article explores leadership practices internationally.
dean of the School of Public Health, distinguished professor of health policy and management, and professor of organization behavior in the Haas School of Business, University of California-Berkeley, has argued that evidence-based management needs to be married with evidencebased medicine if sustainable improvement in the delivery, quality, cost, and outcomes of care are to be achieved. And this, he suggests, calls for an effective partnership between academics and practitioners to ensure that relevant practice-grounded research is correctly translated for practicing healthcare managers to use in their day-to-day activities (Grazier, 2004). His call is particularly urgent due to the dearth of best evidence to support evidence-based management in the field of medicine and healthcare.
Using the critical incident technique, concrete examples of effective and ineffective managerial behaviour (critical incidents-CIs) were collected from managers and non-managerial employees within private and public sector organizations situated in the North and South East regions of Mexico. The CIs were content analyzed using open, axial, and selective coding to identify a smaller number of thematic categories. A total of 38 'manager' and 35 'non-managerial employee' behavioural categories were identified respectively, of which 82.19% (n=60) were found to be either convergent or polar opposite in meaning. The findings suggest that what behaviourally differentiates effective managers from ineffective managers is perceived, described, and defined by Mexican managers and non-managerial employees in much the same way. The study provides new insights on the issue of perceived managerial and leadership effectiveness in Mexico, and is a rare example of indigenous managerial behaviour research in a non-Anglo country.
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