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• Complete Archives

1999

• Leadership Development Publications & Resources from Kaplan DeVries

2010

• 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

• Towards a Positive Psychology for Leaders

• Management Derailment

• Testing the Leadership Pipeline

• 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

• Leadership versatility presentation

• Outgrowing sensitivities

• 360-degree Feedback and Personality

• Motorola's leadership standards

2001

• The Inner Work of Leadership Development

• Performance appraisal ratings

• Leadership effectiveness hangs in the balance

• Executive Coaching

• Modern Analytic Techniques

• The forceful and enabling polarity

• Getting at Leadership Versatility

2000

• Leadership training

• Leadership styles

1999

• Internalizing strengths

• Leadership that is both forceful and enabling

1998

• Personality Correlates of Senior Executive Effectiveness

• "To look in or out? Internal and External Executive Selection" Panel Discussion, Mod. David DeVries

• Getting at character

• Executive selection

• Perceived leader integrity scale

1997

• Practical Application of the Big Five Personality Model

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Consulting to CEOs
& Executive Teams
since 1992.
Kaplan DeVries Inc
1903-G Ashwood Ct
Greensboro, NC 27455 USA


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