Improving managerial talent : practical psychology for human resourcing and learning & development professionals
Hugh McCredie.
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.
