A study of private and public sector managers, including 2,000 from the NHS, revealed consensus o... more A study of private and public sector managers, including 2,000 from the NHS, revealed consensus on the qualities of an effective leader. These included: concern for others, approachability, intellectual ability, communication skills, charisma and the ability to unite people. Integrity was seen as particularly important by public sector managers. Public sector managers were rated significantly higher by their staff than those in the private sector. The results point to the need for caution in introducing private sector managers to the NHS.
The International Journal of Leadership in Public Services, Sep 13, 2010
... Juliette Alban-Metcalfe Real World Group, UK ... perceptions; less inter-organisational confl... more ... Juliette Alban-Metcalfe Real World Group, UK ... perceptions; less inter-organisational conflict; increased staff engagement and sense of well-being at work; continuingly effective, harmonious working practices; shaping of a new kind of 'partnership' culture (Brewer & Seldon, 2000 ...
Vision: The Journal of Business Perspective, Apr 1, 2005
One of the most important factors, in managing change effectively, is the nature of leadership ex... more One of the most important factors, in managing change effectively, is the nature of leadership exercised Much has been written on the subject of leadership, but most of it has emanated from US studies of ‘distant’ leaders (e.g. CEOs). We undertook research into the nature of ‘nearby’ leadership (day-to-day behaviours of line managers), in UK public and private sector organisations, since such behaviours must be embedded in the organisations' culture if effectiveness is to be sustained. This paper describes the findings from our major investigation, involving over 4,000 male and female managers and professionals, which resulted in a new model of leadership of a very different tenor to the dominant US ones. It also describes how we have used the 360-feedback instrument developed from the research—The Transformational Leadership Questionnaire (TLQ)—to support culture change programmes, and the major barriers to the effectiveness of such interventions.
A study of private and public sector managers, including 2,000 from the NHS, revealed consensus o... more A study of private and public sector managers, including 2,000 from the NHS, revealed consensus on the qualities of an effective leader. These included: concern for others, approachability, intellectual ability, communication skills, charisma and the ability to unite people. Integrity was seen as particularly important by public sector managers. Public sector managers were rated significantly higher by their staff than those in the private sector. The results point to the need for caution in introducing private sector managers to the NHS.
The International Journal of Leadership in Public Services, Sep 13, 2010
... Juliette Alban-Metcalfe Real World Group, UK ... perceptions; less inter-organisational confl... more ... Juliette Alban-Metcalfe Real World Group, UK ... perceptions; less inter-organisational conflict; increased staff engagement and sense of well-being at work; continuingly effective, harmonious working practices; shaping of a new kind of 'partnership' culture (Brewer & Seldon, 2000 ...
Vision: The Journal of Business Perspective, Apr 1, 2005
One of the most important factors, in managing change effectively, is the nature of leadership ex... more One of the most important factors, in managing change effectively, is the nature of leadership exercised Much has been written on the subject of leadership, but most of it has emanated from US studies of ‘distant’ leaders (e.g. CEOs). We undertook research into the nature of ‘nearby’ leadership (day-to-day behaviours of line managers), in UK public and private sector organisations, since such behaviours must be embedded in the organisations' culture if effectiveness is to be sustained. This paper describes the findings from our major investigation, involving over 4,000 male and female managers and professionals, which resulted in a new model of leadership of a very different tenor to the dominant US ones. It also describes how we have used the 360-feedback instrument developed from the research—The Transformational Leadership Questionnaire (TLQ)—to support culture change programmes, and the major barriers to the effectiveness of such interventions.
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