DEVELOPING A LAY MODEL OF MANAGERIAL EFFECTIVENESS: A SOCIAL CONSTRUCTIONIST PERSPECTIVE
通过访谈和问卷，在新西兰公共部门组织中构建了一个外行视角的管理有效性模型，包含17个量表和两个因子，发现有效与无效管理者在概念和人际能力上存在差异。
ABSTRACT This study uses repertory grid interviews and a follow‐up questionnaire study to develop a ‘lay’ theory of managerial effectiveness in a large New Zealand public sector organization. the lay theory is presented as a model with seventeen scales and two factors descriptive of effective and ineffective managers in the organization. the two factors indicate that effective and ineffective managers in the department are differentiated in terms of their conceptual, and interpersonal abilities. the effectiveness model shows strong similarity to models of effective management which have emerged in research outside New Zealand. This similarity is of particular interest given the context‐specific nature of the study. the paper outlines the method used in the study, describes the key findings and discusses their implications for our understanding of managerial effectiveness.