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Comparing Dutch and British high performing managers

机译：比较荷兰和英国的高绩效经理

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摘要

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.
机译：民族文化对组织的绩效有很大的影响，在研究高绩效管理者的特征时应考虑到民族文化。同时，许多关注成功管理者属性的研究表明，对于不同国家的管理者而言，存在相似的属性。本文报告了荷兰和英国高绩效经理经经验验证的概况的发展。基于808位荷兰人和286位英国经理的样本，并使用Selvarajah等人的“卓越领导力”的跨文化框架，得出了荷兰和英国优秀经理的概况。荷兰和英国高绩效管理者的个人资料可以通过包含管理行为，环境影响，个人素质和组织要求的四维度因素结构来描述。根据这些经过验证的资料，可以确定荷兰和英国高绩效管理人员在管理成功上的属性的异同。

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