How to identify leadership potential: Development and testing of a consensus model
Tóm tắt
Building on two studies, the current article responds to urgent calls in the literature for more empirical research on how to identify leadership potential. Based on an extensive review of the 1986–2010 literature, and applying a combination of qualitative and quantitative techniques, we developed a model of leadership potential consisting of four quadrants: Analytical skills (containing the factors Intellectual curiosity, Strategic insight, Decision making, and Problem solving); Learning agility (containing the factors Willingness to learn, Emotional intelligence, and Adaptability); Drive (containing the factors Results orientation, Perseverance, and Dedication); and Emergent leadership (containing the factors Motivation to lead, Self‐promotion, and Stakeholder sensitivity). Notably, the developed model steers clear from some of the typical issues that tend to hinder valid assessments of leadership potential (i.e., the confound between performance and potential, as well as that between leadership potential and successful, mature leadership). Furthermore, high consensus was found between top managers, line managers, and HR managers about the practical relevance of the proposed model. The article concludes with some specific future avenues for research and practice. © 2012 Wiley Periodicals, Inc.
Từ khóa
Tài liệu tham khảo
Bar‐On R., 1997, The Bar‐On Emotional Quotient Inventory (EQ‐i): A test of emotional intelligence
Boudreau P. M., 2007, Beyond HR: The new science of human capital
Buckingham M., 2001, The 21st century human resources function: It's the talent, stupid, Human Resource Planning, 24, 17
Derr C. B., 1986, Managing the new careerists
Edwards A. L., 1959, Edwards personal preference schedule
Eichinger R. W., 2004, Learning agility as a prime indicator of potential, Human Resource Planning, 27, 12
Fleming W. D.(2004 April 2).Predicting leadership effectiveness: Contributions of critical thinking personality and derailers. Paper presented at the 19th Annual Conference of the Society for Industrial and Organizational Psychology Chicago IL.
Fulmer R. M., 2008, The leadership advantage: How the best companies are developing their talent to pave the way for future success
Hezlett S. H., 1997, The PROFILOR technical summary
Kanter R. M., 1977, Men and women of the corporation
Konczak L., 2009, Developing next generation leaders: High priority on high potentials, The Industrial‐Organizational Psychologist, 47, 39
Lombardo M., 2003, Leadership Architect norms and validity report
Mainiero L. A., 2006, The opt‐out revolt: How men and women are creating kaleidoscope careers outside of corporations
Mattioli D., 2009, Despite cutbacks, firms invest in developing leaders, Wall Street Journal, B4
Mayer J. D., 2002, Mayer‐Salovey‐Caruso emotional intelligence test: Manual
McCall M. W., 1998, High flyers: Developing the next generation of leaders
McClelland D. C., 1958, Motives in fantasy, action, and society, 179
Podsakoff P. M., 1989, A second generation measure of organizational citizenship behavior
Ruderman M. N., 1990, Traps and pitfalls in the judgment of executive potential. Center for Creative Leadership, Report, 141, 1
Schein E. H., 1978, Career dynamics: Matching individual and organizational needs
Silzer R., 2010, Strategy‐driven talent management: A leadership imperative, 767
Silzer R., 2010, Strategy‐driven talent management: A leadership imperative, 213
Silzer R. F., 1994, Human resource development: A benchmark study of corporate practices
Slan R., 2004, Leadership succession: High potential identification and development
Stoltz P. G., 1997, Adversity quotient: Turning obstacles into opportunities
Stumpf S. A., 1988, Leadership and beyond: The need for strategic management skills, Advances in Strategic Management, 5, 245
Watson G., 1994, Watson‐Glaser critical thinking appraisal, Form S manual
Wells S. J., 2003, Who's next: Creating a formal program for developing new leaders can pay huge dividends, but many firms aren't reaping those rewards, HR Magazine, 48, 44