PurposeThis paper aims to test the pipeline model of leadership development by investigating how the competency profile change across position levels.Design/methodology/approachThe skill and importance ratings in leadership competencies were compared between four position levels. The data were from an archive 360 degree feedback (n=770). Six SMEs were also employed to rate the importance of the competencies.FindingsThe study found that the difference between two positions in terms of the relative importance of the competencies increases as the organizational hierarchical distance between the two positions increases. Comparing the skill ratings yielded similar results. Further, the correlation between the skill and importance ratings for the same position level was higher than correlations of the two types of ratings for different position levels.Research limitations/implicationsThe study discusses the implications of the research findings in the context of leadership development and succession management.Practical implicationsOne of the essential tasks in a succession system is to clearly define critical leadership skills at different levels of management. By defining the leadership pipeline, companies will be able to get their best people the right developmental experiences to help them transition from one position level to another.Originality/valueThe paper provides empirical support for the pipeline model of leadership skill requirement across the organizational hierarchy.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aimed to examine the relationship between 3601 assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact of selfother agreement. Design/methodology/approach -The data were from an archive of 3601 feedback (N ¼ 523). Boss ratings of leadership effectiveness were regressed on leadership derailment factors as rated by other rater sources (e.g. peers and direct reports). Polynomial regressions were conducted to examine the impact of self-other agreement. Findings -As hypothesized, derailment factors had statistically significant negative correlations with leadership effectiveness. Higher-level managers were rated higher on derailment factors than lower-level managers. In-agreement high ratings of derailment factors (i.e. rated high by both self and others) were associated with lower effectiveness than in-agreement low ratings (i.e. rated low by both self and others). Self under-ratings of derailment factors (i.e. self ratings lower than others' ratings) were related to lower effectiveness than self over-ratings (i.e. self ratings higher than others' ratings). It also was found that self ratings were less accurate than ratings from other rater sources.Research limitations/implications -Leadership derailment induces significant direct as well as indirect costs to organizations. The 3601 feedback process can be used to help managers enhance their self-awareness of derailment potential. Findings of this study can be used to help interpret 3601 assessment results. Originality/value -Past research on 3601 feedback has focused primarily on positive leadership characteristics. This study represents one of the few in the literature that empirically has examined the assessment of negative leadership characteristics in 3601 feedback.

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