Improving managerial talent : practical psychology for human resourcing and learning and development professionals

Improving managerial talent practical psychology for human resourcing and learning and development professionals

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 psychometr...

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Bibliographic Details
Other Authors: McCredie, Hugh, author (author)
Format: eBook
Language:Inglés
Published: Abingdon, Oxon ; New York, N.Y. : Routledge 2018.
Edition:1st
Subjects:
Executives > Selection and appointment.
Personnel management.
See on Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009645707306719
Table of Contents:
  • 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.

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