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2011

  • Personality, Leader Behavior, and Overdoing It
  • Strengths, Strengths Overused, and Lopsided Leadership
  • The leadership pipeline: Fad, fashion, or empirical fact?
  • Testing the Leadership Pipeline
  • Do the Behaviors Related to Managerial Effectiveness Really Change with Organizational Level?
  • Going Sour in the Suite: The Root Causes of Executive Failure
  • Filling Your Leadership Pipeline, One Manager at a Time
  • What Executive Selection Committees Want, for Better or Worse
  • Follow Through, the Key to ROI in Executive Coaching
  • Destructive Leadership
  • Assessing flexible leadership as a mastery of opposites
  • The Leadership Pipeline: Fad, Fashion, or Empirical Fact?
  • A Long Hard Look in the Mirror: Assessing our Role in the Leadership Crisis

    • 2010

  • Versatilní Vedení: Dynamická rovnováha manazerských dovedností
  • Developing flexible and adaptive leaders for an age of uncertainty
  • How to (and how not to) assess the integrity of managers
  • The leadership value chain
  • The Hidden Danger in Playing to Strength
  • Positively wrong: The hidden dangers in strengths-based development for leaders
  • The Problem with the Strengths Fad
  • Evolution and the Problem with Modern Leadership
  • Play to Your Strengths - But Don’t Get Seduced!
  • Next Generation 360: Aligning What We Know and How We Assess
  • Executive Assessment and the Bottom Line: Thinking Clearly about Leadership Effectiveness
  • Assessing and Developing Adaptable Leaders
  • Leadership Lessons from the Past
  • Next-Generation 360: Beyond Competencies and the Five-point Scale

    • 2009

  • The value of hiring for team fit
  • Towards a Positive Psychology for Leaders
  • Management Derailment
  • The Perils of Accentuating the Positive
  • Too Good to be True
  • The Achilles’ Heel of Executive Coaching: Follow-through
  • Stop Overdoing Your Strengths: Harvard Business Review Article

    • 2008

  • Evolution and the Social Psychology of Leadership
  • Leadership, Followership, and Evolution
  • Strength Test: Debunking an Unbalanced Approach to Development
  • Quality Control: Why Leaders Need to Understand Personality
  • The Importance, Assessment, and Development of Flexible Leadership
  • Unconventional Thinking About Leadership
  • Leadership and the Fate of Organizations
  • Learning a Lesson in Executive Selection

    • 2007

  • Gender’s Unspoken Role in Leadership Evaluations
  • Assessing the Flexibility of Managers: A Comparison of Methods
  • The Dark Side of Discretion: Leader Personality and Organizational Decline
  • The Toxic Triangle: Destructive Leaders, Vulnerable Followers, and Conducive Environments
  • Adjusting Your Leadership Volume
  • The Perils of Accentuating the Positive, Presentation
  • Potent Coaching: Fresh Leverage for Developing Versatile Leaders
  • Take Hold of Your Strengths

    • 2006

  • Lopsidedness in Leaders: Strategies for Assessing It and Correcting It
  • Bad Items, Bad Data: Item Characteristics and Rating Discrepancies in Multi-source Assessments
  • The Versatile Leader: Make the Most of Your Strengths—Without Overdoing It
  • Review of The Three Financial Styles of Very Successful Leaders
  • Versatile Leaders Make the Most of Strengths
  • Leadership Versatility: Capturing Tensions and Trade-offs in Executive Assessment
  • The deeper work of executive development
  • The Qualitative Study of Leadership
  • Engaging Leadership
  • Types of Leaders at the Bottom, Middle, and Top
  • Are All Scales Created Equal?
  • Leadership and Practical Science
  • Leadership and Evolutionary Psychology

    • 2005

  • Overlooking Overkill? Beyond the 1-to-5 Rating Scale
  • What Makes Executive Success Different?
  • Detecting Excess
  • What We Know About Leadership
  • Overlooking Overkill:  On the Folly of Linear Rating Scales for a Non-linear World
  • Filling the Leadership Pipeline
  • Clarifying the Message
  • Leadership and the Fate of Organizations
  • Developing Leaders via Action Learning
  • Making Leadership Research More Relevant
  • Pinch-hitting for the Future of I-O Psychology
  • Virtually Error-free 360?

    • 2004

  • A Step Forward in Executive Assessment
  • Rethinking Executive Assessment: Making Room for Overkill and Imbalance in Leaders
  • The Turbulence Within
  • Enhancing 360-degree feedback for senior executives
  • 360, the Next Generation
  • Overlooking overkill
  • Filling the Pipe I
  • Filling the Pipe II
  • What gets you there won’t keep you there
  • Assessing the Behavioral Flexibility of Managers

    • 2003

  • Executive Assessment for Coaching and Development
  • Going sour in the suite
  • Developing Versatile Leadership
  • Building a better mousetrap
  • Applying item response theory
  • Developing versatile leadership
  • Rethinking a classic distinction in leadership
  • The restriction of variance hypothesis
  • Detecting Excess Too
  • Using Item Response Theory
  • Coaching for Impact

    • 2002

  • Freer to Be Me
  • Freer to be me
  • Know your strengths
  • Beneath the Numbers

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