Perceived Managerial and Leadership Effectiveness Within South Korean and British Private Companies: A Derived Etic Comparative Study

Hamlin, Robert G.; Kim, Sewon; Chai, Dae Seok; Kim, Junhee; Jeong, Shinhee

doi:10.1002/hrdq.21253

Cited by 16 publications

(25 citation statements)

References 96 publications

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“…For example, we would encourage future researchers—in addition to the suggestions already provided in the narrative here—to consider the application of compassionate leader behaviors within a cross section of industries and cultures. We note that experiences of compassion may differ by culture in the same ways that leadership has been shown to vary (Hamlin, Kim, Chai, Kim, & Jeong, ; Park, Jeong, Jang, Yoon, & Lim, ). Findings here could be quite interesting and provided a more nuanced and detailed exploration of compassion in organizations.…”

Section: Methodsmentioning

confidence: 80%

Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

Shuck

Alagaraja

Immekus

et al. 2019

Human Resource Dev Quarterly

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The transformative power of compassion is critical to leader performance and has garnered increasing interest in business settings. Despite substantive contributions toward the conceptual understanding of compassion, prior empirical work on the relationship between compassion and leader performance is relatively limited. This article presents compassionate leader behavior as a conceptualization of a new leadership construct. A two-stage, sequential, and equal status mixed method research design was utilized to develop and validate a measure of compassionate leadership. Study 1 used a phenomenological approach to understand how leaders engage with compassion and how their experiences and behaviors associated with compassion affect performance within the context of their leadership. FindingsThe Compassionate Leader Behavior Index (CBLI) is permitted for broad use in noncommercial settings, including but not limited to academically focused research to include dissertations and theses and original works of scholarship and grant activity within the limitations of the publication copyright, so long as this work is appropriately and correctly cited. To use the instrument in a commercial and/or for-profit setting, or for questions regarding permission of

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Section: Methodsmentioning

confidence: 80%

Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

Shuck

Alagaraja

Immekus

et al. 2019

Human Resource Dev Quarterly

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“…However, we note that some empirical studies have not always found support for the cross‐cultural differences in work behaviors as implied by Hofstede's framework. For example, Hamlin et al () found that effective Korean managers engaged in many of the behaviors that were supposed to be characteristic of Anglo managers. Thus, Hamlin et al () did not find support for the cultural differences in Hofstede's model.…”

Section: Methodsmentioning

confidence: 99%

“…Nevertheless, it must be acknowledged that some HRD variables may be universally valued across cultures. For example, a study of managerial effectiveness found that “the vast majority of managerial behaviors (87.75% South Korean and 90.53% British) that distinguish effective managers from ineffective managers being found to be the same, similar, or congruent in meaning” (Hamlin, Kim, Chai, Kim, & Jeong, , p. 237). Thus, it is imperative that HRD researchers study the cross‐cultural validity of emotional intelligence.…”

Section: Introductionmentioning

confidence: 99%

The cross‐cultural moderators of the influence of emotional intelligence on organizational citizenship behavior and counterproductive work behavior

Cai

Humphrey

Qian

2020

Human Resource Dev Quarterly

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This meta-analysis found that the emotional intelligenceorganizational citizenship behavior relationship is stronger in long-term oriented and restraint cultures. However, this relationship does not differ between individualistic and collectivistic cultures, masculine and feminine cultures, high uncertainty avoidance and low uncertainty avoidance cultures, and high power distance and low power distance cultures. The emotional intelligence-counterproductive work behavior relationship is stronger in collectivistic, feminine, high uncertainty avoidance, high power distance, long-term oriented, and restraint cultures. Emotional intelligence-organizational citizenship behavior/counterproductive work behavior relationships are mediated by both state positive affect and state negative affect. Human resource development professionals from cultures where the effects of emotional intelligence are stronger are especially recommended to hire emotionally intelligent employees and/or provide emotional intelligence training to stimulate organizational citizenship behavior and to restrain counterproductive work behavior. Although there are important cross-cultural differences, emotional intelli-

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“…In the present study, we replicate in a multinational company based in UAE the study of perceived managerial and leadership effectiveness that Author 3 has conducted with other co‐researchers in various private, public, and third sector organizations in the United Kingdom, Egypt, Germany, Mexico, and Romania (see Hamlin et al ., ), and more recently in France (Hamlin and Patel, ), and South Korea (Hamlin et al ., ). Barring the one study conducted by Author 3 with indigenous co‐researchers in Egypt (Hamlin et al ., ), we know of no other ‘managerial effectiveness’ or ‘leadership effectiveness’ studies conducted by other researchers in ME countries.…”

Section: Purpose Of the Study And Core Questionsmentioning

confidence: 97%

Perceived Managerial and Leadership Effectiveness in UAE and Egypt: A Comparison through the Combined Lenses of Islamic Work Ethics and Islamic Leadership

Patel

Salih

Hamlin

2018

European Management Review

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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 considerable similarities in the perceived effectiveness and ineffectiveness of managerial behavior across these two countries, but also considerable differences. Finally and most importantly, we examine the findings from the two studies through the combined conceptual lenses of Islamic Work Ethics (IWE) and Islamic Leadership (IL). We find that more than half of positive and negative Behavioral Statements emerging from these studies are grounded in the principles of IWE and IL, implying that these principles exercise significant influence on followers' Implicit Leadership Theories, and consequently their perceptions of managerial and leader behaviors. Theoretical and managerial implications are also offered.

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Perceived Managerial and Leadership Effectiveness Within South Korean and British Private Companies: A Derived Etic Comparative Study

Abstract: 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 nonmanagerial employees in South ( emic-and-etic ) knowledge.

Cited by 16 publications

References 96 publications

Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

The cross‐cultural moderators of the influence of emotional intelligence on organizational citizenship behavior and counterproductive work behavior

Perceived Managerial and Leadership Effectiveness in UAE and Egypt: A Comparison through the Combined Lenses of Islamic Work Ethics and Islamic Leadership

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