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Intelligence |
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Personality and leadership style |
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Motivation and values |
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Observable skills and behaviors |
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5. |
Reaction to stress |
1. Intelligence |
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Most executive positions need an above average intelligence level. |
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Intelligence is not a coachable capability. |
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A review of the literature reveals that in general, intelligence accounts forless than 10% of successful job performance. |
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2. Personality and leadership style |
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These style assessments can give important insights into people’s tendencies, but they are often applied inappropriately to assess other capabilities. |
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3. Motivation and values |
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Comparing the results of an organization culture assessment and an individual’s motivation and values assessment can result in important insights for both assessing for fit and for coaching. |
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4. Observable skills and behaviors |
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360 feedback is an excellent way to see how others perceive an individual’s relative strengths and weaknesses on observable skills and behaviors. As reported by Thach in a 2002 article in Leadership and Organizational Development Journal, “the combination of multi-rater feed back and individual coaching do increase leadership effectiveness up to 60 per cent -- according to direct report and peer post-survey feedback.” |
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If 360’s are used as the only source of data, however, one gets a very narrow perspective of someone’s capabilities and potential. You are limiting your assessment to what others perceive. |
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5. Reaction to stress |
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How one behaves under stressful conditions is a critical factor in one’s success. |
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High levels of stress can result in dysfunctional overuse of one’s strengths
(i.e., someone who is appropriately assertive under normal conditions can become inappropriately aggressive under stress). |