Hostname: page-component-78c5997874-4rdpn Total loading time: 0 Render date: 2024-11-08T02:07:53.445Z Has data issue: false hasContentIssue false
  • English
  • Français

Assessment and development first requires a deeper understanding of unique categories of senior leaders: A focus on CEOs and C-level executives

Published online by Cambridge University Press:  01 August 2019

Nathan J. Hiller  and
Suzanne J. Peterson
Nathan J. Hiller
Affiliation:
College of Business, Florida International University
Suzanne J. Peterson
Affiliation:
Thunderbird School of Global Management, Arizona State University
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 12 , Issue 2 , June 2019 , pp. 211 - 214
Copyright
© Society for Industrial and Organizational Psychology 2019 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Hiller, N. J., & Beauchesne, M. M. (2014). Executive leadership: CEOs, top management teams, and organizational-level outcomes. In Day, D. (Ed.), The Oxford handbook of leadership and organizations (pp. 556–588). Oxford, England: Oxford University Press.Google Scholar
Jacobs, T. O., & Jaques, E. (1987). Leadership in complex systems. New York, NY: Praeger.Google Scholar
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). New York, NY: Wiley.Google Scholar
Porter, M. E., & Nohria, N. (2018). How CEOs manage time. Harvard Business Review, 96(4), 41–51.Google Scholar
Porter, M. E., & Nohria, N. (2010). What is leadership? The CEO’s role in large, complex organizations. In Nohria, N., and Khurana, R. (Eds.), Handbook of leadership theory and practice: A Harvard Business School centennial colloquium (pp. 433–474). Boston, MA: Harvard Business School Press.Google Scholar
Reynolds, D. H., McCauley, C. D., Tsacoumis, S., and the Jeanneret Symposium Participants. (2018). A critical evaluation of the state of assessment and development for senior leaders. Industrial and Organizational Psychology: Perspectives on Science and Practice, 11(4), 630–652.Google Scholar
Zaccaro, S. J. (2001). The nature of executive leadership: A conceptual and empirical analysis of success. Washington, DC: APA Books.CrossRefGoogle Scholar