When IQ + experience = performance

When IQ + experience = performance Proposes that commonly used methods of selecting leaders and managers, such as résumés of experience and training, tests and interviews, do not offer accurate predictions of future leader performance. Suggests that many current selection practices are based on two flawed assumptions: that greater intelligence or experience results in better leadership performance; and that the work environment does not impact on how individuals use their abilities and skills. Argues, with reference to representative studies, that the leadership situation strongly influences the use of the leader's cognitive resources. Concludes by discussing the implications of these findings for both leadership theory and selection and training practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730110389283
Publisher site
See Article on Publisher Site

Abstract

Proposes that commonly used methods of selecting leaders and managers, such as résumés of experience and training, tests and interviews, do not offer accurate predictions of future leader performance. Suggests that many current selection practices are based on two flawed assumptions: that greater intelligence or experience results in better leadership performance; and that the work environment does not impact on how individuals use their abilities and skills. Argues, with reference to representative studies, that the leadership situation strongly influences the use of the leader's cognitive resources. Concludes by discussing the implications of these findings for both leadership theory and selection and training practice.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: May 1, 2001

Keywords: Training; Performance

References

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