Leadership assessment for talent development

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For professionals responsible for talent management and development, assessing competence and capability is crucial, especially in relation to recruiting the right leader. Yet talent professionals ...

For professionals responsible for talent management and development, assessing competence and capability is crucial, especially in relation to recruiting the right leader. Yet talent professionals can also use leadership assessment as a positive and powerful talent development tool. Leadership Assessment for Talent Development goes beyond recruitment to position assessment as a central, strategic activity. It demonstrates how to apply a connected process that accelerates behavioural change areas and facilitates the engagement and enabling of in-house talent. This practical, forward-looking boo

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[edited by] Tony Wall, John Knights
  • London : Kogan Page Limited, c2013
Physical Details
  • 1 online resource (256 p.)
9780749468606, 1784023124, 9781784023126, 1299794807, 0749468610, 0749468602, 9780749468613
ocn833574915, ocn856935344

  • Description based upon print version of record.
  • Includes bibliographical references and index.
  • English

  • Contents; About The Editors; 01 Introduction; The three jewels in the crown of sustainable performance; A bird's eye view of the book; Ways to read this book; 02 Twenty-first century needs transpersonal leaders with emotional intelligence; Twenty-first century leaders; The neuroscience of leadership; Enabling leaders to become more competent; Case study Increasing the emotional intelligence of Poolia; Case study Leadership assessment in a Japanese logistics company; Tool Emotion check questions; Tool EI self-assessment questionnaire
  • 03 Recurring leadership development needs: findings from researchLeadership gaps; Research into gaps; Top three EI capability gaps; Conclusion; 04 Blind spots and hidden strengths: findings from research; The danger in blind spots and hidden strengths; Research into blind spots and hidden strengths; Top three hidden strengths; Top three blind spots; Conclusion; 05 Transpersonal leadership journeys and assessment (LEIPA® and 8ICOL®); Transpersonal leadership; The transpersonal journey; The development of 8ICOL®; Developing leadership journeys and appropriate assessments
  • Case study West Midlands Pension FundCase study Oxford University Hospitals NHS Trust; Tool Values self-assessment questionnaire; Tool The Mindfulness Triangle; 06 Feeding (back and) forwards for talent development; Making feedback feed forward through to enhanced performance; Case study Indirect feeding-forward for entrepreneurial growth; Tool SCARF check tool; 07 Coaching for talent development; Setting it up clearly; The 'live laboratory'; Coaching to solutions, not problems; Coaching to embed positive new behaviour; Case study Coaching to support alignment to corporate objectives
  • Tool Structure of a problem08 Workplace projects for talent development; Learning through real workplace projects; Rewarding project learning through academic credit; Case study Workplace project for empathetic behaviours; Tool Project learning question checklist tool; Tool The Meakin Salvage Strategy Tool; 09 Director peer groups for team talent development; DPGs for team talent development; How to set up, structure and run a DPG; Using action learning to solve member issues; Key aspects of good facilitation of a DPG
  • Case study Peer groups to build a team and enable professional consultants to become business coachesCase study Peer groups and the CEO of a scientific instruments small business; Tool Conditions of membership and/or ground rules; Tool Agenda for a DPG meeting; Tool Group issue session topics; Tool Key objectives; Tool Expert session topics; Tool Confidentiality letter for guest attendance at a DPG meeting; Tool Reflection notes; Tool Force field analysis; Tool Feedback on a DPG meeting; 10 Storytelling for talent development; Storytelling skills and applications; Once upon a time..
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