Exploring Perceived Managerial and Leadership Behavioral Effectiveness in the United States Virgin Islands

Keywords: Managerial effectiveness, managerial leadership behavior, leadership in the US Virgin Islands

Abstract: The purpose of our empirical qualitative study was to identify the perceptions of managers and non-managers in the United States Virgin Islands (USVI) about managerial behavioral effectiveness. Our study is a replica of an original study of perceived managerial behavioral effectiveness conducted in the United Kingdom (UK). Consistent with the original and previous replica studies, we used the Critical Incident Technique to generate data about perceived managerial behavioral effectiveness and ineffectiveness. We conducted face-to-face interviews with 43 employees from different organizations and sectors in the USVI. The critical incidents provided by the participants of the study suggest that a manager in the USVI is perceived as effective when he/she shows behavior such as being: ‘organized,’ ‘good problem solver,’ ‘supportive,’ ‘caring,’ ‘open and trusting,’ ‘democratic,’ ‘good communicator,’ and ‘good at empowering others.’ Our findings could be helpful for MNCs with operations in the USVI as these companies prepare expatriates for international assignments in this territory. Understanding those behaviors that are perceived effective by employees in the USVI will prepare expatriates to manage local workers more successfully. Our indigenous research contributes to the international management research literature by expanding current knowledge beyond the U.S. and Western European organizational contexts.