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Leveraging Cultural Context for Leader Development

Published online by Cambridge University Press:  27 December 2018

Benjamin Biermeier-Hanson  and
Levi Nieminen
Benjamin Biermeier-Hanson*
Affiliation:
Radford University
Levi Nieminen
Affiliation:
BetterUp Consulting
*
Correspondence concerning this article should be addressed to Benjamin Biermeier-Hanson, Radford University, Box 6946, Radford, VA 24142. E-mail: [email protected]
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Extract

The focal article (Reynolds, McCauley, Tsacoumis, & the Jeanneret Symposium Participants, 2018) discusses the accepted wisdom and challenges surrounding the assessment and development of senior leaders. Specific to our response, the authors highlight the importance of rigorous assessment and the relevance of accounting for contextual factors. The present response integrates both of these topics by advocating the use of parallel leader and organizational culture assessments to guide continued leader development. By explicitly measuring leadership and contextual factors, we expand on the contextual focus brought up in the focal article while providing guidance to practitioners on how to utilize the framework presented.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 11 , Issue 4 , December 2018 , pp. 653 - 656
Copyright
Copyright © Society for Industrial and Organizational Psychology 2018 

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References

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Reynolds, D. H., McCauley, C. D., Tsacoumis, S., & 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
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