Are You Picking The Right Leaders ?  

Oleh:

Brant, James ; Sorcher, Melvin

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 80 no. 2 (2002), page 78-85.
Topik: LEADERS; CEO; human behaviour; leadership; management styles; personal strategy & style; personality; psychology; succession planning

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.18 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

When it comes time to hire or promote, top executives routinely overvalue certain skills and traits while overlooking others. Intuitively, for example, they might seek out team players, people who shine operationally, dynamic public speakers, or those who are demonstrably hungry for greater responsibility. But some attributes that seem like good indicators of leadership potential are, paradoxically, just the reverse. Team players and those who excel operationally often make better seconds in command. Unfortunately, few organizations have the right procedures in place to produce complete and accurate pictures of their top prospects. Assessments are often based on hearsay, gossip, and casual observation. A new evaluation process will help you avoid that trap. Candidates are assessed by a group of people who have observed their behaviour directly over time and in different circumstances.

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