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Archives by Year
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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