The Practice of Leadership: Developing the Next Generation by Jay A. Conger, Ronald E. Riggio

By Jay A. Conger, Ronald E. Riggio

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62 Demonstrations of Behavior Candidates being evaluated for jobs as individual contributors are sometimes asked to provide work samples that show what they can do. The validity of work samples should be enhanced to the extent that there is point-to-point correspondence between predictor elements and criterion elements. 54),63 and they add significantly to prediction from cognitive ability tests. For complex leadership roles, candidates are usually asked to demonstrate their capabilities in several diverse simulations of key managerial roles.

Qxd 10/5/06 10:49 AM Page 30 30 THE PRACTICE OF LEADERSHIP peers, and supervisors, although customers or suppliers can also be tapped for their opinions. These surveys can be very useful for development. Leaders can learn from others about their reputations and consider how to optimize their favorable qualities and change undesirable aspects. If used for selection, however, multirater surveys can become vulnerable to gaming the system or sources of work stress. 67 Analyses of handwriting have no established validity.

EXECUTIVE SUMMARY Selection of leaders is too important to leave to serendipity or chance. Ineffective leaders, particularly at the top, can be extremely costly to an organization, and unfortunately leaders fail all too often. Getting leader selection right can not only be a boon to organizational performance, but also give people an opportunity to excel in work they enjoy. The following six steps will help your organization realize the advantages of a leader selection system. 1. Clarify your purpose.

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