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

Format:

Book

Author/Creator:

McCredie, Hugh, author.

Language:

English

Subjects (All):

Executives--Selection and appointment.

Personnel management.

Physical Description:

1 online resource (148 pages) : illustrations, tables

Edition:

1st.

Other Title:

Improving managerial talent : practical psychology for human resourcing and learning and development professionals

Place of Publication:

Abingdon, Oxon ; New York, N.Y. : Routledge, 2018.

Summary:

Aimed at senior HRM and L&D specialists responsible for improving their organisation's managerial talent, Improving Managerial Talent covers the core findings of the author's and other published research. It provides a highly participative overview of personality and ability psychometrics, involving the opportunity for self-application. It reveals hard evidence of the extent to which such tests can add value to the prediction of managerial success and their link to requisite competencies. It shows how qualified testers, HR and line managers can each make a unique contribution to the selection process. The book goes on to show how management style is a product of personality and habit and how the acquisition and use of a complementary style can improve persuasiveness and the cultivation of interpersonal skill both for the manager and for those whom the manager might need to coach. It regards job-challenge as the primary engine of managerial growth, both for development in key result areas and for underlying personal competencies. The book provides the reader with some self-insights and an appreciation of validated, powerful, often in-house, methods for selecting and developing better managers. The methods on offer have been validated on a population of over 400 directors of small to medium-sized business units. They include a generic psychometric algorithm for the selection of managers, some unique findings on styles of managing, coaching and persuading based upon close observation of over 200 senior managers and a distinctive and powerful approach to developing interpersonal skills by (1) practice, (2) demonstration of alternatives and (3) reflection.

Contents:

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.

Notes:

Includes bibliographical references and index.

Description based on print version record.

ISBN:

9781351363983

1351363980

9780203713006

0203713001

9781351363990

1351363999

OCLC:

1007497118