The Nature of Managerial Work: A Comparison of Public and Private Sector Jobs.

Lau, Alan W.; Pavett, Cynthia M.; Newman, Arthur R.

doi:10.5465/ambpp.1980.4977905

Cited by 18 publications

(21 citation statements)

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“…private sector organizations appears unsupported by this research (Lau et al, 1979). An important finding was the roles the CEOs did not have time for, including -reflective, systematic planning‖ and self-development and learning (Lau et al, 1979, p. 343).…”

Section: The Operational Rolesmentioning

confidence: 99%

“…Some studies utilized and expanded upon the original model and some put forth new models to explain the role of CEO (Hart & Quinn, 1993;Howe, 1988;Lau et al, 1979;Snyder & Wheelen, 1981;Tengblad, 2006). Some claim that Mintzberg -got it [the role of CEO] right‖ (Kurke & Aldrich, 1983, p. 975) and Mintzberg's theory of roles is -timeless‖ (Tengblad, 2006(Tengblad, , p. 1452.…”

Section: Existing Research On the Problemmentioning

confidence: 99%

“…Most researchers asked questions about Mintzberg's 10 roles and in one case they developed their own set of roles upon which to base their studies (Ahmed, 2005;Beggs & Doolittle, 1988;Carter, 1982;Hart & Quinn, 1993;Howe, 1988;Kurke & Aldrich, 1983;Lau et al, 1979;Mintzberg, 2009;Pugliese, 1985;Snyder & Wheelen, 1981;Tengblad, 2006;Whitely, 1978). In some cases the researchers asked CEOs to rank the roles in terms of importance, rather than asking for time estimations of the roles.…”

Section: The Strategic Rolesmentioning

confidence: 99%

“…Mintzberg's research was the impetus and framework for many studies on the work, the role, and the characteristics of CEOs (Carter, 1982;Howe, 1988;Kurke & Aldrich, 1983;Lau, Pavett, & Newman, 1979;Snyder & Wheelen, 1981;Whitely, 1978).…”

Section: Existing Research On the Problemmentioning

confidence: 99%

“…Executives in both the private and public sectors were researched by Lau et al, (1979) in The nature of managerial work: A comparison of public and private sector jobs. Using a questionnaire to gather data on the job content described by Mintzberg's 10 roles, an additional role was added, -technical expert‖ (Lau et al, 1979, p. 340).…”

Section: The Operational Rolesmentioning

confidence: 99%

See 4 more Smart Citations

The Role of Chief Executive Officer

Glick

2011

Advances in Developing Human Resources

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OF DISSERTATION THE ROLE OF CHIEF EXECUTIVE OFFICERThe purpose of this study was to address the gap between what is reported in the literature and what is known in current practice on the role of CEO. Research on the role of CEO is conflicting and outdated, and the theory deduced by Mintzberg in the 1970s has not been continually refined and updated, a necessary process for maintaining the usefulness of a theory (Lynham, 2002). A major goal of this research was to use the insights provided by CEOs to improve our general understanding of the major roles played by CEOs and how they generally allocate their time in various critical functions.CEOs are known for being a difficult population to research, yet this study has shown they are not inaccessible.This research was also intended to serve those responsible for identifying CEO candidates, recruiting CEOs, coaching CEOs, sustaining an organization's leadership system, and developing performance matrices for Boards of Directors who are ultimately responsible for making sure the CEO is effective and efficient.To investigate the role of CEO a survey instrument was developed based on 31 roles identified in the literature. The survey was sent to CEOs selected from a purchased database by e-mail. The study focused on three research questions with the purpose of

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Section: The Operational Rolesmentioning

confidence: 99%

Section: Existing Research On the Problemmentioning

confidence: 99%

Section: The Strategic Rolesmentioning

confidence: 99%

Section: Existing Research On the Problemmentioning

confidence: 99%

Section: The Operational Rolesmentioning

confidence: 99%

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The Role of Chief Executive Officer

Glick

2011

Advances in Developing Human Resources

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Differences in managerial behaviour between head nurses and medical directors in intensive care units in Europe

Pepermans

Mentens

Goedee

et al. 2001

Health Planning & Management

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We attempt to determine whether differences appear between the managerial behaviour of European intensive care head nurses on the one side and medical directors on the other. In order to come up with a managerial job and competency analysis of ICU managers, observations and interviews were performed. Additionally, focus groups consisting of ICU experts were organized. The results are discussed according to managerial behaviour taxonomies and existing competency models. There seems to be some differentiation between the two managerial positions studied. Head nurses are more involved in planning/coordinating and motivating/reinforcing activities, whereas medical directors are more involved in socializing/politicking, decision making/problem solving, interaction with others and disciplining.

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Toward a British Taxonomy of Perceived Managerial and Leadership Effectiveness

Hamlin

Hatton²

2013

Human Resource Dev Quarterly

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A 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 employees within British public‐, private‐, and third‐sector organizations perceive as effective and least effective/ineffective managerial behavior. Based on empirical findings obtained from nine prior emic replication studies, our derived etic comparative analysis has led to a deduced taxonomy of perceived managerial and leadership effectiveness comprised of eight positive (effective) and six negative (least effective/ineffective) generic behavioral criteria. Comparisons against extant U.S.‐derived taxonomies have revealed many similarities but also significant differences. The findings go against the grain of predominant discourse, and challenge long‐held, taken‐for‐granted assumptions about the “contingent” nature of management and leadership. Implications for HRD research and practice are discussed.

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The Nature of Managerial Work: A Comparison of Public and Private Sector Jobs.

Cited by 18 publications

References 0 publications

The Role of Chief Executive Officer

The Role of Chief Executive Officer

Differences in managerial behaviour between head nurses and medical directors in intensive care units in Europe

Toward a British Taxonomy of Perceived Managerial and Leadership Effectiveness

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