Purpose: The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour. Design/methodology/approach: A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted. Findings: Notwithstanding the significant cultural variances between Mexico and the USA underlined by various cross-cultural studies, the findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner. Research limitations/implications: While the results of the study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, the authors suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries. Practical implications: The findings of the study may be relevant for human resource development professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries and emphasizing those practices that may be particular to Mexico and the USA respectively, could lead to an improvement in the performance of Mexican executives managing in the USA and US executives managing in Mexico. Originality/value: This paper compares managerial behavioural effectiveness between Mexico and the USA.