The Next Generation of Leadership Assessments: Some Case Studies

Abstract

In this article, we provide a brief overview of leadership theory and research, some background on the traditional assessment center process, and detailed descriptions of three of the latest approaches to leadership assessment, along with case studies drawn from public and private organizations. The three approaches include the Telephone Assessment Program, LEADeR, and videobased assessment centers. We conclude with some suggestions for new directions in leadership simulation design. G reat leaders. We know them when we see them, but how can we identify those high-potential employees who will one day run their organizations? Workforce planners have been warning for years of the impending wave of baby boomer retirements. Many organizations are finally heeding those warnings and taking steps to identify and nurture leadership talent.While professionals in psychology have been in the forefront of leadership assessment for many decades, some fascinating new approaches have recently emerged that allow organizations to maximize the use of technology, and these are gaining broad acceptance in corporate America and in local, state, and federal government organizations.In this article, we provide a brief overview of leadership theory and research, some background on the traditional assessment center process, and detailed descriptions of three of the latest approaches to leadership assessment, along with case studies drawn from public and private organizations. We conclude with some suggestions for new directions in leadership simulation design.The first of the new approaches we shall describe is the Telephone Assessment Program (TAP), which was created by one of the authors of this review, Seymour Adler, PhD. TAP was one of the earliest attempts to take the complex and costly assessment center process and make it more efficient.A later innovation that will be described here is LEADeR, which is a mini assessment center on computer. Aon Consulting was the first company to market the fully automated leadership simulation developed by Kirk Rogg, PhD. Sadly, Dr. Rogg

Business Games for Leadership Development

“…Gowing, Adler, Gold, and Morris (2008) present a very simplified review on traits, situational, and contingency theories, but LEADER is not clearly connected to any of these theories. Only a subtle reference is done to the fact that the game can capture aspects of these theories, without presenting explicitly how and when this occurs.…”

“…The purpose is to accelerate the development of military leaders focused on the acquisition of leadership skills, emphasizing critical thinking, a strong sense of belonging to a team, interpersonal skills, and cultural awareness (AXL, 2010) GDS Experiment with different approaches to how to lead a group through a decisionmaking process, obtaining feedback for each action adopted. The purpose is to provide participants a deep understanding about what a fair decision-making process is, using elements as impartiality and the respect that a leader must have for other people (Roberto, 2001) LEADER Put participants in situations where they can observe and assess behaviors that are successful in management positions, mainly interpersonal skills, problem solving, and adapting to new situations (Gowing et al, 2008 Table 8 presents the main technical and pedagogical features of the games. First highlight is the fact that all games are based on cases that represent situations that occur in the daily operation of an organization.…”

“…The work of Roberto (2001) emphasizes that the purpose of GDS is to exercise the components of decision making based on fair processes, including elements that could be related to authentic leadership theory, but in fact, his proposal does not bind to any theory. Gowing, Adler, Gold, and Morris (2008) present a very simplified review on traits, situational, and contingency theories, but LEADER is not clearly connected to any of these theories. Only a subtle reference is done to the fact that the game can capture aspects of these theories, without presenting explicitly how and when this occurs.…”

El rol del líder en los modelos de excelencia EFQM y de competencias de liderazgo en el sector turismo.

“…El primero con un comportamiento promedio de consideración y el segundo a una relación más de confianza, respeto y compromiso. A la par Gowing, Morris, Adler y Gold tuvieron un enfoque liderazgo de la "influencia entre una persona líder y sus seguidores" y lo relacionaron en términos de la calidad del intercambio entre seguidores y líderes (Gowing, et al, 2008).…”

“…Satisfacer al cliente (1955, 1956, 1960 y 1974) Lo llamó habilidades técnicas (1955, 1956, 1960 y 1974) Lo llamó habilidades humanas del gerente (1955, 1956, 1960 y 1974) Lo llamó habilidades intergrupales Networking Red de relaciones con personas claves dentro y fuera de la organización INTERPERSONALES INTRATÉGICAS Desarrollo de las capacidades de colaboración y funciones en el trabajo = TEORÍAS DE ESTILOS DE LIDERAZGO Contingencia Fiedler (1969, 1972y 1998 Blake y Mouton (1982ay 1969 Modelo Situacional Hersey y Blanchard (1971y 1982b) Woodford (1982y 2001 (1961, 1967y 1986) Hersey y Blanchard (1971 y 1998) Graen (2006a y 2006b) Adler, Gowing et al (2008 Manz (1980Manz ( , 1986Manz ( , 1987Manz ( y 1991 Lo llamó autocrítica y auto-dirección Autoconocimiento Manz (1980Manz ( , 1986Manz ( , 1987Manz ( y 1991 Lo llamó autoconocimiento y autoliderazgo Aprendizaje Manz (1980Manz ( , 1986Manz ( , 1987 Adicionalmente en el capítulo 3 se presentó un análisis detallado del estudio de liderazgo con definiciones, tipos que facilitan la calidad y la propuesta de dos enfoques que incluye el liderazgo por competencias de Pablo Cardona y que se utilizó para la presente investigación. Se infiere que el modelo de Cardona impulsa la calidad o la gestión de la calidad total (GCT).…”