Despite the abundance of literature on management it seems that the quality of management has not improved enough to prevent scandals, such as Enron, Parmalat, Ahold and ABN Amro, that have occurred in recent years. It could be that this literature is too Anglo-Saxon in nature, and therefore of limited relevance to management practice in non-Anglo-Saxon countries.
The research described in this article attempts to identify the characteristics of high performing managers (HPMs) in the Netherlands. Based on a sample of 808 Dutch managers and using the cross-cultural framework of Excellent Leadership by Selvarajah et al. (1995), the profile of an excellent Dutch manager was derived.
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