The research literature indicates that IQ results and other scores from ability and achievement tests are poor predictors of managerial success. The authors found out that a better approach to predicting success is through identifying informally acquired skills which increase chances of recognition and advancement. This kind of tacit knowledge, they argue, can be made explicit, thereby permitting executives to make better use of their potential in fulfilling their managerial responsibilities.
Creativity and Innovation Management – Wiley
Published: Mar 1, 1992
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