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Comparing Dutch and British high performing managers

Published online by Cambridge University Press:  05 October 2015

André A. De Waal ,
Beatrice I.J.M. Van der Heijden ,
Christopher Selvarajah  and
Denny Meyer
André A. De Waal*
Affiliation:
Maastricht School of Management, the Netherlands Center for Organizational Performance, the Netherlands
Beatrice I.J.M. Van der Heijden
Affiliation:
Radboud University, Institute for Management Research, Nijmegen, the Netherlands Open University of the Netherlands, School of Management, Heerlen, the Netherlands
Christopher Selvarajah
Affiliation:
Swinburne University of Technology, Melbourne, Australia
Denny Meyer
Affiliation:
Swinburne University of Technology, Melbourne, Australia
*
Corresponding author: [email protected]
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Abstract

National cultures have a strong influence on the performance of organizations and should be taken into account when studying the traits of high performing managers. At the same time, many studies that focus upon the attributes of successful managers show that there are attributes that are similar for managers across countries. This article reports on the development of empirically validated profiles of Dutch and British high performing managers. Based on a sample of 808 Dutch and 286 British managers and using the cross-cultural framework of Excellent Leadership by Selvarajah et al., the profiles of excellent Dutch and British managers was derived. The profiles of Dutch and British high performing managers can be described by a four-dimensional factor structure consisting of Managerial behaviours, Environmental influences, Personal qualities and Organizational demands. Based on these validated profiles, the similarities and differences in attributes for managerial success between Dutch and British high performing managers can be identified.

Keywords

country or area studiesEuropecomparative organizational studieshuman resource management (HRM)management effectivenessorganizational performance
Type
Research Article
Information
Journal of Management & Organization , Volume 22 , Issue 3 , May 2016 , pp. 349 - 366
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2015 

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