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A Case of Critical Incident Technique: Perceived Managerial and Leadership Effectiveness

By: , , & Published: 2019 | Product: SAGE Research Methods Cases Part 2
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This case describes the qualitative research experiences of three doctoral students and two professors, aiming to identify what Korean managers and non-managerial employees perceive to be effective or ineffective managerial and leadership behaviors from an emic perspective. Critical incident technique was used to collect from 45 participants concrete examples (critical incidents) of managerial and leadership behavior that they had personally observed. Critical incident technique focuses on participants’ actual cases (critical incidents) of observed specific behavior rather than on their general opinions about how an individual behaves, and it allows for a broad range of responses to be collected. It is one of the best research techniques for exploring the performance aspects of managerial and leadership behavior and is particularly useful for comparative work. This case study focuses on demystifying and simplifying the critical incident technique process to help students enhance their ability to collect and analyze qualitative data, and to publish their outcomes as we did.

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