Recasting Leadership Development

McCall, Morgan W.

doi:10.1111/j.1754-9434.2009.01189.x

Cited by 191 publications

(177 citation statements)

References 15 publications

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“…Apesar de as primeiras concentrarem a maior parte da atenção e dos investimentos, evidências sugerem que as experiências adquiridas on-the-job podem ser mais eficazes (DeRue & Wellman, 2009;Hirst, Mann, Bain, Pirola-Merlo, & Richver, 2004;McCall, 2004McCall, , 2010Wilson, 2008).…”

Section: Desenvolvimento De Líderesunclassified

“…(E3) "[O aprendizado] é na vida, dentro de casa, escola, faculdade." (E13) Neste estudo, portanto, verificamos que a capacidade de aprender e tirar lições das situações vividas se mostrou fundamental para o desempenho do novo gestor, resultado que está em linha com a literatura (Conger, 2004;DeRue & Wellman, 2009;McCall, 2004McCall, , 2010Spreitzer et al, 1997;Wilson, 2008).…”

Section: Recursos Pessoaisunclassified

“…Alguns, no entanto, reconheceram o papel das experiências desafiadoras para o desenvolvimento de suas habilidades de liderança, em linha com a literatura (DeRue & Wellman, 2009;Hirst et al, 2004;McCall, 2004McCall, , 2010. "A empresa, como corporação, [me ajudou] zero.…”

Section: Suporte Organizacionalunclassified

“…Uma grande parcela de novos gestores enfrenta dificuldades ou falha integralmente ao assumir uma nova posição gerencial, problema que pode ter impacto significativo sobre a pessoa e a organização (Charan, Drotter, & Noel, 2009;Hill & Lineback, 2011;McCall, 2010). Evidências também apontam para uma tendência denominada juniorização da gestão, caracterizada pela presença de profissionais cada vez mais jovens em funções gerenciais (Lab-SSJ, 2013;McDermott, 2001).…”

Section: Introductionunclassified

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Os Desafios da Primeira Gestão: Uma Pesquisa com Jovens Gestores

Amaral

Oliveira

2017

Rev. adm. contemp.

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Section: Desenvolvimento De Líderesunclassified

Section: Recursos Pessoaisunclassified

Section: Suporte Organizacionalunclassified

Section: Introductionunclassified

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Os Desafios da Primeira Gestão: Uma Pesquisa com Jovens Gestores

Amaral

Oliveira

2017

Rev. adm. contemp.

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“…Past research has documented that around 70 percent of managerial learning is attributable to facing challenging 3 demands and experiences on the job (McCall 2010;McCall, Lombardo and Morrison 1988). 4 When faced with challenge, managers must bridge the gap between their existing skills and perspectives, and those required by the situation.…”

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confidence: 99%

Sink or Swim: The Role of Workplace Context in Shaping Career Advancement and Human-Capital Development

Chattopadhyay

Choudhury

2017

Organization Science

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We develop and test predictions on how early-career challenges arising from the workplace context affect short-and long-term career advancement of individuals. Typically an organization's decision to deploy a manager to one of several possible contexts is endogenous to unobservable factors, and selection makes it challenging to disentangle the effect of workplace context on individual career advancement. We work around this problem by studying an organization, the Indian Administrative Services, which deploys entrylevel managers quasi-randomly across India. We find that managers deployed to more challenging contexts early in their careers experience faster career advancement in the short term. We present suggestive evidence that this is because challenging contexts provide managers more opportunities to develop skills ('crucible experiences'), and a greater motivation to relocate out of the challenging context. We also find that managers deployed to a challenging context early in their careers continue to experience faster advancement in the long term, suggesting that initial deployment to a challenging context is associated with human capital development. Managers initially deployed to more challenging contexts were not, however, more likely to break into the upper echelons of the organization Key words: context; location; workplace context, career advancement, performance; individuals; promotion; crucible experiences; motivation; internal mobility; human capital development; microfoundations.1 The authors thank Janet Bercovitz, Ethan Bernstein, Gina Dokko, David Kryscynski, Joseph Mahoney, Mario Schjiven, Deepak Somaya, Olav Sorenson, Michael Toffel, seminar audiences at Sumantra Ghoshal Conference, London Business School, The Wharton Business School and University of Washington at St. Louis, the editor and three anonymous reviewers for their comments, suggestions and advice on this paper, and Katie Moore for editorial help. 2Career advancement measured in terms of promotions, and human-capital development during employment, are important topics for both individuals and organizations (Coff 1997, Wang andBarney 2006). The path to career advancement affects future rewards for both individuals and organizations (Bidwell and Mollick 2015), and prior literature has shown that career experiences can shape and reveal human capital and affect career advancement of individuals (Campbell 2013, Dokko et al. 2009). The literature has also documented that early career experiences have a lasting effect on subsequent job performance via socialization, approaches to problem solving (Tilcsik 2014), and access to reputationbuilding opportunities (Briscoe and Kellogg 2011).Past work has studied how contextual features like resource munificence affect individuals, but much of this work has focused on the impact of economic and technological factors on individual performance (Tilcisk 2014). A relatively unexplored area is studying the impact of workplace challengeuncertainty and threats arising from the broader sociopolitical cont...

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Psychological Assessment in Industrial/Organizational Settings

Klimoski

Wilkinson

2012

Handbook of Psychology, Second Edition

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Recasting Leadership Development

Cited by 191 publications

References 15 publications

Os Desafios da Primeira Gestão: Uma Pesquisa com Jovens Gestores

Os Desafios da Primeira Gestão: Uma Pesquisa com Jovens Gestores

Sink or Swim: The Role of Workplace Context in Shaping Career Advancement and Human-Capital Development

Psychological Assessment in Industrial/Organizational Settings

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