Purpose: This study aims to identify people's perceptions of what behaviourally differentiates effective managers from ineffective managers within a South Korean (SK) public sector organization, and the extent to which the findings are similar or different to those of an equivalent previous study in the SK private sector.…

Stephen M. Shortell, 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 evidence-based medicine if sustainable improvement in the…

Purpose: 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. Design/methodology/approach:…

This paper describes an empirical study of mentor and mentee behaviors deemed critical for developing healthy mentoring relationships and effective mentoring during the "start up" and "on going" stages of a formal mentoring scheme within a major UK public sector organization. Several identified behavioral categories (criteria)…

This paper presents the results of an "HRD Professional Partnership" study of managerial and leadership effectiveness within a UK private sector organization, and discusses how the results are being used to support evidence-based HRD practice. The paper also reveals the extent to which the results are generalized to findings obtained…

Various researchers have recently challenged "contingent" models of managerial and leadership effectiveness, arguing that logic suggesting the universality of manager and supervisory leader behaviors is compelling, although there is sparse empirical evidence to support this view. A comparative study of the findings from three previous…