Robert G. Hamlin

University of Wolverhampton · UWBS Management Research Centre (MRC)

Much management and leadership development provision for healthcare professionals has been the subject of considerable criticism, and there have been numerous calls for training programmes explicitly focused on the specific managerial (manager/leader) behaviours healthcare managers, physician leaders and nurse managers need to exhibit to be perceiv...

Reviewing three relevant streams of extant literature reveals a marked absence of a generic framework composed of a full range of negative manager/leader behaviors (from moderate to extreme) across sectors and countries, a void particularly detrimental to the effectiveness of management and leadership development (MLD) programs. To address this con...

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. Design/methodology/approac...

This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that c...

This study responds primarily to numerous calls for specific public management and public administration‐related research to better understand public leadership currently performed in an increasingly complex and ambiguous world. It also responds to calls in the human resource development (HRD) literature for more qualitative managerial behavior res...

This chapter provides an assessment of the role of professional human resource development (HRD) practitioners as organisational change consultants in addition to their role as training consultants and learning consultants. It then discusses the critical change agency role they can and should play in bringing about effective and beneficial organisa...

This Type 4 (emic-and-etic) indigenous cross-case/cross-nation comparative study compares the results of two Type 3 (emic-as-emic) indigenous replication studies of effective and ineffective managerial behaviour carried out within private companies in India and South Korea respectively. The method used was ‘realist qualitative content analysis’ inv...

The chapter first provides an overview of “best practice” and conventional “received wisdom” relating to OCD and emphasizes the importance of adopting more evidence-based approaches to develop in-depth understanding of the organization prior to planning and instigating an OCD initiative. The authors then discuss a range of historical and contempora...

This chapter begins by presenting a synopsis of insights on EBOCD practice gleaned from the Section 2 chapters, and a range of extant and emergent generalized (common) insights and lessons about evidence-based initiatives for OCD that have resulted from a multiple cross-case comparative analysis of the 33 reflective case histories presented in Sect...

This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that c...

We conduct an emic replication study of managerial and leadership effectiveness in UAE, thereby addressing the paucity in extant literature of indigenous management research in non-Western countries. Second, we compare our findings from the UAE study with those from a similar study previously conducted by author 3 in Egypt, to reveal that there are...

The purpose of this research was to determine what behaviourally distinguishes effective and ineffective managers within a Moroccan Higher Education Institution (HEI). The critical incident technique (CIT) was the methodology deployed to collect data from participants in terms of how they perceive managers as either effective or ineffective. The co...

Abstract: In this paper we challenge the commonly held assumption that actors in the education sector are largely ethical, and that there is therefore little need to scrutinize leader behaviors in this sector. We also overcome past scholars’ tendencies to either focus selectively on positive leader behaviors, or to stay content with categorizing le...

This qualitative study explores how contemporary US managers and non-managerial employees in the metropolitan region of Atlanta, Georgia behaviorally differentiate effective managers from ineffective ones. We collected from 81 research participants 381 critical incidents (CIs) of observed effective and ineffective managerial behavior. These CIs wer...

The purpose of this exploratory qualitative study is to identify what Korean managers and non-managerial employees perceive to be effective or ineffective managerial behaviors from an emic perspective. Critical incident technique was used to collect concrete examples from 45 managers and non-managerial employees of observed managerial behaviors tha...

The purpose of this empirical study was to explore the perceptions of Argentinean managers and non-managerial employees about managerial and leadership effectiveness, and the extent to which the findings are generalized to other countries. The central research question addressed was as follows: How do people employed in Argentinean companies behavi...

This derived etic cross-case/cross nation comparative study explored the extent to which behavioral indicators of perceived managerial and leadership effectiveness, as perceived and judged by managers and non-managerial employees in South Korean private sector companies, are different (local/context-specific) or similar (potentially global/context-...

This chapter is targeted mainly toward HRD practitioners and line managers who are actively involved in bringing about effective and beneficial organizational change and development (OCD) within their own respective organizations and/or within host organizations. Its purpose is to help them to appreciate more fully the complexities of the process i...

Higher Education Institutions (HEIs) in many countries are currently experiencing significant changes in how they are organized and managed. Consequently, exploring the kind of manager/leader behaviours that are perceived as effective and least effective/ineffective by peers, subordinates, collaborators, and team members in HEIs becomes important....

Using the critical incident (CI) technique, concrete examples of effective and ineffective managerial behaviour (CIs) were collected from managers and non-managerial employees within private and public sector organizations situated in the north and southeast regions of Mexico. The CIs were content analysed using open, axial and selective coding to...

The Problem Coaching is becoming a ubiquitous form of human resource development (HRD) that experiences regular annual gains in both interest and participation. Yet it lacks theoretical framing and has not been conceptually well developed. There is a need for further framing of coaching as a dyadic, or group-based phenomenon, occurring in a set of...

The Problem While managerial coaching becomes increasingly popular in both scholarly and practical circles, the line managers who need to execute this coaching may be neither capable nor interested in the coaching process. Furthermore, while the research on coaching seems promising, little is known about how to test the individual and environmental...

AbstractA long‐standing problem in management research has been the lack of agreement about the specific managerial behaviors that are most closely associated with effective management practice and leadership practice. The study reports the results of a qualitative multiple cross‐case and cross‐sector exploration of what managers and nonmanagerial...

Purpose The aim of this study was to identify what people in Mexican organizations perceive as effective and ineffective managerial behavior. Design/methodology/approach A qualitative study based on the grounded theory approach was conducted. Interviews using the critical incident techniques were conducted with 35 participants from six different c...

This qualitative multiple case derived etic study focuses on perceived managerial and leadership effectiveness. It explores what employees in various organizations, organizational sectors and culturally diverse nations perceive as effective and ineffective managerial behaviour. Empirical findings from six emic replication studies carried out previo...

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 Co...

The workplace represents a large and significant arena for employee learning to occur. The scholarly literature has recognized that coaching and mentoring are often activities that can be used to facilitate such learning and that managers are increasingly being encouraged to serve as coaches for their employees. This chapter integrates conceptual a...

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 deli...

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 –...

Purpose Most past research on formal mentoring has investigated its antecedents, outcomes and benefits with little attention given to what goes on inside the dyadic relationship. The purpose of this paper is to explore the types of mentor and mentee behaviours that are perceived as critical factors contributing to either a positive or negative ment...

This paper presents the results of an ‘HRD professional partnership’ study of perceived managerial and leadership effectiveness carried out within a UK third sector (non-profit) organization. Using the critical incident technique, concrete examples [critical incidents (CIs) ] of observed effective and least effective/ineffective managerial behaviou...

The purpose of this chapter is to define and contextualize the concept of managerial coaching, as well as to synthesize the empirical research on the topic, so that scholars and practitioners can become better informed about the use of this potentially powerful intervention for improving individual and team performance. Research on managerial coach...

This paper reports the results of a study of managerial and leadership effectiveness carried out within an Egyptian public sector hospital in which concrete examples of ‘effective’ and ‘least effective/ineffective’ manager and managerial leader behaviour, as observed by superiors, peers and subordinates, were collected using the critical incident t...

Introduction Description What We Know from Research When to Apply Strengths and Criticisms Recommended Design, Development, and Implementation Process Critical Success Factors Summary Editorial Connections What'S Coming Up

During the past few years, the growth of an emergent ‘coaching industry’ has resulted in some scholars calling for the development of a genuine coaching profession. Yet contemporary organization development (OD) and human resource development (HRD) practitioners conceive of coaching as an extant core component of their respective fields of study an...

Recent years have seen the rapid growth of an emergent 'coaching industry' in many countries with some scholars calling for the development of a 'coaching profession' replete with its own clear identity, clear boundaries and unique body of knowledge. Yet, at the same time, coaching has also been conceived as a necessary area of expertise and skill...

Purpose The concept of managers assuming developmental roles such as coaches and learning facilitators has received considerable attention in recent years. Yet, despite the growing body of expert opinion that suggests that coaching is an essential core activity of everyday management and leadership, the literature base remains largely atheoretical...

Purpose The purpose of this paper is to present the findings of a “partnership‐research” study of effective and ineffective managerial behaviour within the “local government” setting of the Wolverhampton City Council Social Care Department, and to describe how the research supports and challenges the organisation's existing “leadership and manageme...

This paper presents the results of a 'design science' study of managerial and leadership effectiveness through a programme of 'HRD Professional Partnership' research carried out within a UK private sector organisation, and discusses how the findings have been used to support evidence-based practice within the collaborating organisation. Additionall...

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) of mentoring effectiv...

The problem and the solution. Historically, human resource development (HRD) has been a “fourth-order” consideration in strategic discussion within most organizations and is likely to continue to be so unless HRD professionals adopt new approaches to practice that have first-or second-order impact in helping to create high-performance organizations...

This paper illustrates how Mode 2 "design science" research can generate HRD related "general knowledge" in support of evidence-based practice. It describes a "derived-etic" study that compares and contrasts the findings of six previous "emic" studies previously carried out within six different public and private/corporate sector organizations in t...

This book: Recognizing a significant need to continually update the current body of knowledge on management development with the latest innovations in high quality research and practice in various parts of the globe, this book provides the most comprehensive and up-to-date work on the state of research and practice in management development. Hill a...

The full text of this article is available at the link given above This article presents the findings of an HRD Professional Partnership study of effective and ineffective managerial and leadership behaviours exhibited by executive leaders within the UK business of a large international telecommunications company, and describes how the research has...

The present study analyses the qualitative research methodologies used for several 'emic' case-study explorations of managerial behaviours that we have carried out independently within various UK and US public, corporate/private and voluntary sector organisations. These results have subsequently been used for a collaborative cross-cultural 'etic' s...

The concept of managers and managerial leaders assuming the developmental role of coaching has gained considerable attention in recent years as organizations seek to leverage learning by creating infrastructures that foster employee learning and development. However, despite the increasing focus on managerial coaching and the many contentions that...

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 from several U...

House and Aditya (1997) claim there is a compelling logic suggesting the 'universality' of managerial leader effectiveness but this represents theoretical speculation and remains to be developed theoretically and demonstrated empirically. Their view contrasts sharply with the 'contingent' views of many writers who perceive problems arising from the...

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 empirical facto...

The research described in this article was concerned primarily with identifying the criteria of managerial/leadership effectiveness applying at the middle and front line levels of management within an NHS Trust Hospital using critical incident technique and factor analysis methods. The findings suggest that the self-perceptions of managers and the...

This article describes a programme of practice-grounded empirical management research set within an NHS Trust Hospital in the UK that was conducted as part of an HRD Professional Partnership of the kind advocated by Jacobs (1997). The research was concerned with identifying the criteria of managerial effectiveness at the middle and front-line level...

This paper describes a program of empirical HRD research conducted as part of an ''HRD Professional Partnership'' set within an NHS Trust Hospital in the UK. The research was concerned with identifying the criteria of managerial effectiveness applying at the middle and front line levels of management within the particular case study setting using C...

This article describes a programme of practice-grounded empirical management research set within an NHS Trust Hospital in the UK that was conducted as part of an HRD Professional Partnership of the kind advocated by Jacobs (1997). The research was concerned with identifying the criteria of managerial effectiveness at the middle and front-line level...

Digitized version available at EThOS, British Library Electronic Theses Online Service

This article strongly supports the case for more research informed practice within the field of HRD, particularly organizationally-based research conducted as part of an ‘HRD Professional Partnership’ of the kind advocated by Jacobs (1997). A UK-based example of such a partnership set within one part of the British Civil Service is presented. This...

This article describes the outcome of a series of research-based organization development (OD) interventions used to bring about management culture change within one part of the British Civil Service.• The application of well-grounded and academically rigorous internal research findings to inform and shape the OD interventions designed to impact cu...

Responds to Bob Mansfield's critique of the author's earlier work. Examines the criticisms put forward by Mansfield of the analysis of competence and competence-based NVQs published in earlier issues of the Journal of European Industrial Training by Stewart and Hamlin. Provides an academic and practice-oriented response and argues against the point...

Third and last of a series of articles examining the case for competence-based qualifications in the UK. Reviews the previous two articles prior to identifying strengths in the competence philosophy and methodology and weaknesses in established practice. Concludes that competence-based qualifications require modification in operation if they are to...

The second in a series of three articles which provide a contribution to the debate in the UK on the appropriateness of competence-based qualifications. Identifies and emphasizes some of the particular strengths of established qualification methodologies which provide clear advantage over the competence philosophy. Draws attention to a number of fa...

Provides a contribution to the debate in the UK on the appropriateness of competence-based qualifications. Identifies a number of weaknesses in the competence philosophy as currently defined, and a number of operational problems in implementing a national scheme of competence-based vocational qualifications. Argues that the change to competence qua...

An empirical study of the criteria of managerial effectiveness in UK secondary schools is described, and the implications of the findings are discussed in relation to the current controversial debate in the UK surrounding the “universal competence approach” versus the “process approach” to Management Education, Training and Development (METD). Usin...

This paper reports the results of a Mode 2 'multiple-case' derived-etic study that used a 'pluralistic' research strategy and 'multi-paradigm' research method. The present study involved conducting both a comparative and cross-case analysis of findings from six replica emic studies of managerial and leadership effectiveness that had been carried ou...

This paper provides a review and synthesis of current practice in the field of Organisation Change and Development (OCD). Five key 'failings' of managers contributing to the low success rate of OCD programmes are identified. To overcome these 'failings' a case is made for more evidence and research - based OCD practice, particularly OD initiatives...

This book: Across Europe and the world, countries are attempting to develop their health and social policies and practices to address the global challenge of increasing demand and pressurized supply, created by ageing populations, emerging technologies and finite resources (financial and human). This text provides examples of attempts to develop HR...

Full papers available to UFHRD members online. You can register to access this website. Most mentoring research has investigated the antecedents, outcomes and benefits of mentoring and also the characteristics of mentors and mentees, but little attention has been given to the quality of the mentoring process or the effectiveness of mentoring relati...