Leadership theory

Hamlin’s Generic Model of Managerial and Leadership Effectiveness

This model is based upon a meta analysis of leadership and management behaviours in four UK public-sector organisations. It distinguishes between positive and negative indications of management and leadership.

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  Positive indicators:
  
  • 
    Effective organisation and planning/proactive management
    
  • 
    Participative and supportive leadership/Proactive team leadership
    
  • 
    Empowerment and delegation
    
  • 
    Genuine concern for people/Looks after the interests and development needs of staff
    
  • 
    Open and personal management approach/Inclusive decision making
    
  • 
    Communicates and consults widely/Keeps people informed
    
• 
  Negative indicators:
  
  • 
    Shows lack of consideration or concern for staff/ineffective autocratic or dictatorial style of management
    
  • 
    Uncaring, self serving management/undermining, depriving and intimidating behaviour
    
  • 
    Tolerance of poor performance and low standards/ignoring and avoidance
    
  • 
    Abdicating roles and responsibilities
    
  • 
    Resistant to new ideas and change/negative approach
    

The results have been compared to the Zenger Miller Grass-Roots Leadership Model and used to argue for a universalistic model of leadership/management (Hamlin, 2002).

Download the working paper from:

http://asp2.wlv.ac.uk/wbs/documents/mrc/Working%20Papers%202002/WP006_02_Hamlin.pdf

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