Author Description

Aimed At Senior Hrm And L&d Specialists Responsible For Improving Their Organisation's Managerial Talent, Improving Managerial Talent Covers The Core Findings Of The Author's And Other Published Research. It Provides A Highly Participative Overview Of Personality And Ability Psychometrics, Involving The Opportunity For Self-application. It Reveals Hard Evidence Of The Extent To Which Such Tests Can Add Value To The Prediction Of Managerial Success And Their Link To Requisite Competencies. It Shows How Qualified Testers, Hr And Line Managers Can Each Make A Unique Contribution To The Selection Process. The Book Goes On To Show How Management Style Is A Product Of Personality And Habit And How The Acquisition And Use Of A Complementary Style Can Improve Persuasiveness And The Cultivation Of Interpersonal Skill Both For The Manager And For Those Whom The Manager Might Need To Coach. It Regards Job-challenge As The Primary Engine Of Managerial Growth, Both For Development In Key Result Areas And For Underlying Personal Competencies. The Book Provides The Reader With Some Self-insights And An Appreciation Of Validated, Powerful, Often In-house, Methods For Selecting And Developing Better Managers. The Methods On Offer Have Been Validated On A Population Of Over 400 Directors Of Small To Medium-sized Business Units. They Include A Generic Psychometric Algorithm For The Selection Of Managers, Some Unique Findings On Styles Of Managing, Coaching And Persuading Based Upon Close Observation Of Over 200 Senior Managers And A Distinctive And Powerful Approach To Developing Interpersonal Skills By (1) Practice, (2) Demonstration Of Alternatives And (3) Reflection. Chapter Introduction -- Part Part I Recognising And Selecting Managerial Talent: Drawing On A Range Of Published Empirical Research -- Chapter 1 What Contributes To Overall Managerial Performance? -- Chapter 2 What Type Of Evidence Will Be Considered? -- Chapter 3 Mental Abilities And Personality Traits -- Chapter 4 General Mental Ability -- Chapter 5 Extraversion -- Chapter 6 Agreeableness -- Chapter 7 Extraversion And Agreeableness In Combination -- Chapter 8 Conscientiousness -- Chapter 9 Agreeableness And Conscientiousness In Combination -- Chapter 10 Neuroticism (aka Emotional Variability) Or Stability? -- Chapter 11 Extraversion And Emotional Variability In Combination -- Chapter 12 Openness -- Chapter 13 Summarising The General Mental Ability And Personality Traits Of Average And High- Performing Managers -- Chapter 14 Harnessing Personality And Iq Test Scores To Guide Selection -- Chapter 15 Recognising Potentially Dysfunctional Personalities -- Chapter 16 Leadership And Personality -- Chapter 17 Is Personality Stable Or ‘plastic’? -- Chapter 18 Moving On To Personal Competencies -- Chapter 19 Competency Clusters And Overall Managerial Performance -- Chapter 20 Drawing The Threads Together -- Chapter 21 Performance In Key Result Areas -- Part Part Ii Behaviours And Styles: Lessons From The Systematic Study Of Managers Talking To Each Other -- Chapter 22 Management Behaviours -- Chapter 23 Behavioural Styles -- Part Part Iii Developing Managerial Talent: Some Powerful Examples Of Theory-based Management Development Practices -- Chapter 24 Developing Managerial Talent -- Chapter 25 Coaching Around Competencies -- Chapter 26 Coaching For Interpersonal Competencies: Briefing -- Chapter 27 Coaching For Interpersonal Competencies: Reviewing -- Chapter 28 Developing Line Manager Coaching Skills -- Chapter 29 Using The Contrasting Ask/tell Styles To Develop Interpersonal Competency -- Chapter 30 Quick Coaching -- Chapter 31 High Intensity Training In Influencing And Persuasion -- Chapter 32 The ‘win- Win’ Perspective -- Part Part Iv Improving Managerial Talent: Reflections And Summary -- Chapter 33 Is Management Right For You? -- Chapter 34 How To Recognise Potential, Select And Help Develop Effective Managers. Hugh Mccredie. Includes Bibliographical References And Index.