Toward an emergent Asian behavioural model of perceived managerial and leadership effectiveness: a cross-nation comparative analysis of effective and ineffective managerial behaviour of private sector managers in India and South Korea

• Published in: Human resource development international Vol. 23; no. 3; pp. 259 - 282
• Main Authors: Hamlin, Robert G., Patel, Taran
• Format: Journal Article
• Language: English
• Published: Abingdon Routledge 26-05-2020; Taylor & Francis Ltd
• Subjects: behavioural model; Comparative analysis; Comparative studies; Content analysis; cross-case/cross-nation; Development programs; Emic and etic; Job performance; Leadership; Managerial and leadership effectiveness; Meaning; perception; Private sector; Professional development; Reproducibility; South Korea; India
• ISSN: 1367-8868; 1469-8374
• DOI: 10.1080/13678868.2019.1700076

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' involving inductive open and axial coding. Of the Indian findings 100% were found to be convergent in meaning with 94.43% of the equivalent South Korean findings. This has led to the identification of a two-factor emergent Asian behavioural model of perceived managerial and leadership effectiveness comprised of 16 positive (effective) and 6 negative (ineffective) generic behavioural criteria. These criteria could be used in both countries to critically review and improve extant, or develop new, competency-based management/leadership development programmes. The research findings lend no support to claims that national culture has a major impact on managerial and leadership practices, styles, and effectiveness.