Leadership Talent Identification and Management

Piip, Janene; Harris, Roger

doi:10.1007/978-981-4560-58-0_12

Cited by 3 publications

(4 citation statements)

References 17 publications

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“…It also has been cited as part of the underlying basis of other firms' consulting approaches (e.g., Aon-Hewitt, 2013), as well as scholar-practitioner models and reviews of potential (e.g., MacRae & Furnham, 2014;Piip & Harris, 2014). In addition, it was recently featured in a white paper on leadership development (Dugan & O'Shea, 2014) published jointly by the Society for Industrial Organizational Psychology (SIOP) and the Society for Human Resource Management (SHRM).…”

Section: Building a Comprehensive Model Of Leadership Potentialmentioning

confidence: 99%

“…The BluePrint is gaining traction in the business landscape as well and is currently the underlying framework for integrated leadership potential assessment and development efforts at several major corporations with strong talent management functions such as PepsiCo, Eli Lilly, and Citibank (Church & Silzer, 2014). It also has been cited as part of the underlying basis of other firms’ consulting approaches (e.g., Aon-Hewitt, 2013), as well as scholar–practitioner models and reviews of potential (e.g., MacRae & Furnham, 2014; Piip & Harris, 2014). In addition, it was recently featured in a white paper on leadership development (Dugan & O'Shea, 2014) published jointly by the Society for Industrial Organizational Psychology (SIOP) and the Society for Human Resource Management (SHRM).…”

Section: Building a Comprehensive Model Of Leadership Potentialmentioning

confidence: 99%

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I-O Practice in Action: Solving the Leadership Potential Identification Challenge in Organizations

Silzer¹,

Church

Rotolo

et al. 2016

Ind. Organ. Psychol.

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In 2008, we saw an emerging business need to accurately identify and develop individuals early in their careers who have the potential to be effective leaders in later organizational positions. We decided early on to take a comprehensive and systematic approach to the challenge in order to build effective solutions with real organizational impact that are sustainable over time. We knew that this was a complex problem and that there was little agreement in industrial-organizational (I-O) psychology on how to approach this critical business need and what approaches would be most effective. Since then, we moved through the following process stages to arrive at effective solutions that are now being used in numerous organizations.

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Section: Building a Comprehensive Model Of Leadership Potentialmentioning

confidence: 99%

Section: Building a Comprehensive Model Of Leadership Potentialmentioning

confidence: 99%

I-O Practice in Action: Solving the Leadership Potential Identification Challenge in Organizations

Silzer¹,

Church

Rotolo

et al. 2016

Ind. Organ. Psychol.

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“…However, the dynamic character of markets due to globalization requires a rapid transformation of human resource capital to establish competitive advantages (Kyove et al, 2021), and the "talent deficit" created by the workforce's inability to respond to demographic changes (Erdoğan, 2019) makes leadership talent development and management critical challenges. In the current market environment, organizations must make consolidated efforts to identify their talented leaders, make full benefit of them, and continually adjust their talent management strategy so that it suits the surrounding conditions (Piip & Harris, 2013).…”

Section: Literature Review Leadership Talent Management: Definitions ...mentioning

confidence: 99%

Leadership Talent Management and Its Relationship to Strategic Entrepreneurship: A Mixed Study on a Sample of Academic Leaders and Faculty Members at Umm Al-Qura University

الغامدي

2024

التربية (الأزهر): مجلة علمية محکمة للبحوث التربوية والنفسية وال

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The study investigated the relationship between leadership talent management (LTM) and strategic entrepreneurship (SE) at Umm Al-Qura University (UQU) using the mixed-method sequential explanatory design. To collect quantitative data, a questionnaire was utilized and distributed to a random sample of (327) academic leaders and faculty members, while qualitative data was collected through interviews conducted with nine participants selected from the survey takers who consented to participate in the interview. The quantitative results revealed high scores for attracting talent and developing talent, a moderate score for retaining talent, and a high degree of SE practice for the variable as a whole and all its dimensions. The participants in the qualitative study explained the overall high degree of LTM practice by referring to the university's emphasis on attracting, developing, and retaining leadership talent, while the results for SE practice were attributed to the spread of the entrepreneurial culture at the university and its endeavor to apply the entrepreneurial leadership style in addition to its entrepreneurial mentalities. The findings additionally revealed statistically significant differences in perceptions of the degree to which LTM is practiced in favor of female participants as well as faculty members who hold a leadership position, but there were no statistically significant differences in academic rank. Regarding the practice of SE, the results indicated no statistically significant differences that could be attributable to all variables, but they did indicate a strong and statistically significant positive correlation (R = 0.731) between the practice of LTM and SE. The study highlights the need to manage leadership talent and follow advanced strategies for developing and retaining leaders to achieve SE goals.

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“…For example, the Leadership Potential BluePrint (Church & Silzer, 2014) is a model that is being used in major corporations such as PepsiCo, Eli Lily, Citibank, and others to provide such a holistic framework. It has been used as the basis for various consulting approaches as well as scholar–practitioner models and reviews of potential in various publications (e.g., Aon-Hewitt, 2013; MacRae & Furnham, 2014; Piip & Harris, 2014). In addition, it was recently featured in a white paper on leadership development (Dugan & O'Shea, 2014) published jointly by the Society for Human Resource Management (SHRM) and the SIOP.…”

Section: Use a Relevant Talent Management Modelmentioning

confidence: 99%

Are We on the Same Wavelength? Four Steps for Moving From Talent Signals to Valid Talent Management Applications

Church

Silzer

2016

Ind. Organ. Psychol.

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In their focal article, Chamorro-Premuzic, Winsborough, Sherman, and Hogan (2016) provide an overview of a number of new technologies with potentially significant implications for talent management related practices of industrial–organizational (I-O) psychology (both challenges and opportunities) that they label as “new talent signals.” These signals, they argue, are part of a revolution, due to increasing levels of social activity online as well as data-collection and mining techniques that have overtaken the conventional practice of talent identification in organizations. Their position is that these trends are leaving I-O psychologists in the dust in terms of our existing traditional theory, research, and methodologies. Their optimistic tone, however, also seems to suggest that while these approaches “have not yet demonstrated validity comparable with old school methods, they tend to disregard theory, and they pay little attention to the constructs being assessed (Chamorro-Premuzic et al., p. 634)” they may, in fact, have some legitimate basis in the identification of talent. Their point, of course, is that momentum in this area has surpassed human resources (HR), let alone I-O psychology, so that any concerns one might have about these trends are essentially “irrelevant.” This reminds us of a reference to lemmings going off a cliff together.

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Leadership Talent Identification and Management

Cited by 3 publications

References 17 publications

I-O Practice in Action: Solving the Leadership Potential Identification Challenge in Organizations

I-O Practice in Action: Solving the Leadership Potential Identification Challenge in Organizations

Leadership Talent Management and Its Relationship to Strategic Entrepreneurship: A Mixed Study on a Sample of Academic Leaders and Faculty Members at Umm Al-Qura University

Are We on the Same Wavelength? Four Steps for Moving From Talent Signals to Valid Talent Management Applications

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