Perceived managerial and leadership effectiveness in Colombia

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this study was to identify what Colombians perceive as effective and least effective/ineffective managerial behavior.Design/methodology/approachThis study was conducted following a qualitative methodology based on the philosophical assumptions of pragmatism and the 'pragmatic approach' (Morgan, 2007). The Critical Incident Technique (CIT) was used to generate data from a purposive sample of 27 managers and nonmanagerial employees located in Medellin and Bogota, Colombia. Findings -The results of this study suggest that effective managers in Colombia are those who are supportive, caring, considerate, participative, understanding, communicative and flexible, and are also good problem solvers. Research limitations/Implications -This study focused on the perceptions of Colombianmanagers and non-managerial employees only. Therefore, the description of effective and least effective/ineffective managers in Colombia could be highly value-laden from the national cultural perspective. Hence, it is recommended that further research should be carried out to explore the perceptions of international managers who have frequently interacted or worked with Colombian managers. Originality/value -The results of this study have practical implications for Colombian managers and international managers who manage the Colombian workforce. For Colombian managers, this study provides insight into what is considered effective or least effective/ineffective managerial and leadership behavior. The findings provide useful Downloaded by University of Pittsburgh At 23:01 10 March 2015 (PT) 2 information on foreign MNCs that have operations in Colombia. MNCs can use the results of this study to create effective management development models for their expatriates in Colombia.

Influence of support on work engagement in nursing staff: the mediating role of possibilities for professional development

“…Training programs oriented toward developing leadership in healthcare supervisors can influence their capacity to bring support to nurses as a main viable intervention for management. In countries like Colombia, the challenge is higher due to the power distance between traditional management and the workforce (Torres et al, 2015). How to effectively stimulate leadership in supervisors to boost supervisor support within healthcare organizations requires in generaland in particular in Colombiamore research.…”

Comparative study of the perceptions of Mexican and Colombian employees about managerial and leadership behavioural effectiveness

“…Although the aforementioned studies suggest that certain managerial practices in Colombia may be related to effective management, none explicitly explore the issue of “managerial and leadership behavioural effectiveness.” Like in the case of Mexico, the only research we have found in the literature that directly addresses this issue is a study that we have conducted in Colombia (Torres et al , 2015).…”

“…Furthermore, to our knowledge, the only contemporary researchers who have explored the similarities and differences in managerial behaviour across national boundaries within the Latin American region, other than those cited above, are two of us who have conducted a cross-case/cross-nation (Mexico-Argentina) comparative study (Ruiz and Hamlin, 2018). Our current inquiry builds upon this latter study by similarly conducting a comparative analysis of findings obtained from the same Mexican qualitative managerial behaviour study (Ruiz et al , 2013) and our more recent Colombian study (Torres et al , 2015). The central question addressed was as follows: To what extent are the behavioural determinants of perceived managerial and leadership effectiveness within Colombia and Mexico similar or different?…”

“…Of the few studies that have been conducted, the most notable are those that we have carried out with various indigenous co-researchers in Argentina, Colombia and Mexico. These qualitative managerial behaviour studies explored the specific issue of “what behaviourally distinguishes effective managers from ineffective managers” within public and/or private sector organizations (Ruiz et al , 2013; Ruiz et al , 2014; Ruiz et al , 2016; Torres et al , 2015). Furthermore, to our knowledge, the only contemporary researchers who have explored the similarities and differences in managerial behaviour across national boundaries within the Latin American region, other than those cited above, are two of us who have conducted a cross-case/cross-nation (Mexico-Argentina) comparative study (Ruiz and Hamlin, 2018).…”

Perceived managerial and leadership effectiveness within a Moroccan Higher Education Institution

“…The essence of these critical incidents was that they need to be related to behaviors demonstrated by managers in the organization. According to Torres, Ruiz, Hamlin, and Velez-Calle (2015) 'the CIs could be related either to behaviors exhibited by managers above, at the same level or below them in the organizational hierarchy' (208). The description of the particular CI had to be accompanied by an explicit identification of the circumstance of the incident as well as the outcome that resulted from it.…”