Developing Effective Leadership Behaviours: The Value of Evidence-Based Management
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 challenged various aspects of the organisation's company-wide competency framework and its executive leader development programme. Additionally, the article reveals and discusses the extent to which the results are generalised to the findings of several managerial and leadership effectiveness studies carried out in other UK private and public-sector organisations, and the contribution of this research to current debates concerning the universality of management and leadership, and the concept of evidence-based management. Building upon the work of these researchers, this article primarily presents the findings of an HRD Professional Partnership research study of effective, and least effective, executive leader behaviours exhibited by directors, heads of department and other top managers within the UK business of a large global telecommunications company (which for the purpose of anonymity is referred to either as TLFN Group plc or TLFN). It also reports how these findings were used to inform and shape evidence-based HR and HRD initiatives within the company for the measurement, selection, and development of executive leaders. Additionally, the article presents the results of a comparative cross-case analysis of the TLFN findings against equivalent findings from several replica studies of manager and managerial leader effectiveness carried out within both UK private and public-sector organisations. These are then discussed within the context of current debates regarding the universality of management and leadership, and of recent calls for evidence-based management.
Published in 2007.