CCL Research Publications

Recent Publications

• Unpacking Multisource Leadership Ratings: A Test of the Leadership Arena-Reputation-Identity Model
• Rags to Riches or Falling from Grace: Gestalt Characteristics of Income Mobility, Core Self-evaluations, and Career Success
• Improving Virtual Team Collaboration Through Paradox Management
• Competency Ambidexterity to Achieve Leadership Excellence and Reduce Derailment Risk in a Globalized World: A Cross-Cultural Study
• A Bibliometric Study of Positive Psychological Capital: Investigating Intellectual Foundations through Co-citation and Content Analyses
• Leadership as Conversation: A New Tool to Support Leadership Development
• REAL: CCL’s Research-Based Leadership Framework for Equity, Diversity, and Inclusion in Action
• A window into your status: Environment-based social class’s effect on virtual leadership
• Actions Speak Louder Than (Listening to) Words
• Stronger Together: Let’s Lead More Inclusively in Business Schools
• Big Five Personality Traits and Trait Theories of Leadership
• Monday Mourning: A Call for the Study of Bereavement in the Workplace
• Leadership Challenge Ladder™ Technical Report
• Reconsidering Myths about Teamwork Using CCL’s Framework on Team Effectiveness
• Setting the stage: Feedback environment improves outcomes for a 360-degree-feedback leader-development program
• Time heals all wounds? HRM and bereavement in the workplace
• A Tale of Two Offices: The Socioeconomic Environment’s Effect on Job Performance While Working From Home
• Good Soldiers versus Organizational Wives: Does Anyone (Besides Us) Care that Organizational Citizenship Behavior Scales Are Gendered and Mostly Measure Men’s—but Not Women’s—Citizenship Behavior?
• Citizenship ambivalence: Its nature, causes and consequences
• Leadership Development as a Lever for Social Change
• Stemming the Great Resignation through Leadership Development
• Future Fluent Nation Builders: State of Leadership in Public Sector Enterprises in India
• Cosmetic, conversation, or commitment: A study of EDI corporate messages, motives, and metrics after George Floyd’s Murder
• Psychologically Safe for Some, but Not All?
• Leadership Development in the Flow of Work: Leveraging Technology to Accelerate Learning
• Leader-facilitated emotion management and perceived effectiveness: moderating roles of leader gender and culture
• Ambition: a deterrent to workplace deviance among narcissistic leaders
• For young people, by young people: Insights into young adults’ leadership experiences and aspirations in ASEM countries
• Using structural topic modeling to gain insight into challenges faced by leaders
• Pandemic paradoxes and how they affect your workers
• Developing the theory and practice of leadership development: A relational view
• The future is here: A benchmark study of digitally enabled assessment and development tools
• Why does a growth mindset intervention impact achievement differently across secondary schools? Unpacking the causal mediation mechanism from a national multisite randomized experiment
• The stories we tell: Why cognitive distortions matter for leaders
• The chief of leadership development: Preparing today’s leaders for tomorrow’s challenges
• Leading through COVID-19: The impact of pandemic stress and what leaders can do about it
• Private-to-Public TRANSITIONS
• Digital leadership readiness: Lessons from Singapore
• CCL Labs webinar: Beating the Odds for Women in STEM
• CCL Labs webinar: Introducing Leadership Context Explorer
• Happy 2021! Here are 5 free exercises to make you reflect on the year ahead!
• Building leadership resilience: The CORE framework
• CCL Labs webinar: Deconstructing Leadership Development
• Leadership Development Impact (LDI) Framework
• Role-based engagement: scale development and validation
• Building bridges: Empowering G20 youth to be leaders
• CCL Labs webinar: Cognitive Distortions Explorer
• CCL Labs webinar: Using a Gratitude Journal
• Whether, how, and why networks influence men’s and women’s career success: Review and research agenda
• Executive outlook 2020 CCLs summary of leadership development research
• CCL Labs survey: we need more trust, less executive image!
• CCL Labs experiment: Crowdsourcing the Competencies for Future Success
• Under-representation of global leaders from Asia: Competency gap or an unconscious bias?
• Sounds like a leader: An ascription-actuality approach to examining leader emergence and effectiveness
• CCL Labs presents “Social-Emotional Leadership: Building Youth Capacity in Times of Change”
• Labs@CCL presents “A Benchmark Study of Digitally Enabled Assessment & Development Tools”
• Cyberaggression in work-related email: Nomological network and links to victims’ counterproductive work behavior
• Marrying personality and job resources and their effect on engagement via critical psychological states
• Is the future of leadership development wearable? Exploring self-tracking in leadership programs
• Overcoming barriers to women’s leadership
• The effect of multiple negative, neutral, and positive organizational changes
• Gender and career success: A typology and analysis of dual paradigms
• Vertical leadership for executive teams: Culture still wins over strategy
• The costs of online learning: Examining differences in motivation and academic outcomes in online and face-to-face community college developmental mathematics courses
• From knowing to doing in workplace relationships: Introducing workplace relational self-efficacy
• Principal actions related to increases in teacher-principal trust: Comparative case studies
• A case of evolutionary mismatch? Why facial width-to-height ratio may not predict behavioral tendencies
• Visual Explorer & the Tao
• How informal networks can strengthen your organization’s strategy
• The quantified leader: Wearables & self-tracking technology for development
• Six strategies for digital learning success
• I feel your pain: A critical review of organizational research on empathy
• How to lead virtual teams: The power of leveraging polarities
• A critical evaluation of the state of assessment and development for senior leaders
• Does reducing male domination in teams attenuate or intensify the harmful effects of perceived discrimination on women’s job satisfaction? A test of competing hypotheses
• How to know if your culture change strategy is working
• Looking Ahead: How What We Know About Sexual Harassment Now Informs Us of the Future
• Rapid response measurement: Development of a faking-resistant assessment method for personality
• Ready to R.I.S.E. insights from: 300 women leaders, 5 women’s leadership innovation labs, 3 continents, 1 diverse world
• Give your leaders a developmental edge: The Power of digitally enabled assessments
• Redefining talent for the new world of work: Stay ahead of change with Talent Portfolio Agility™
• Leveraging subordinates for performance: How managers benefit from mentoring relationships
• Coaching infrastructure: The building block of impactful coaching programs
• Developing leaders to tackle “our” problem
• Visual Explorer in Africa
• Challenge accepted: Managing polarities to enhance virtual team effectiveness
• Problem employees: Identify and manage them before they impact your business and career
• Vertical transformation of leadership culture
• Thriving in central network positions: The role of political skill
• CHRO 3.0: Preparing to lead the future HR function in Asia
• Rating expatriate leader effectiveness in multisource feedback systems: Cultural distance and hierarchical effects
• Tired at work: A roadblock to effective leadership
• Leading together: Strengthening relational trust in the adult school community
• Staying on track: The buffering effect of culture on leadership strength and derailment potential
• Developing next-generation Indian business leaders: The keys to success
• Glass doors to the corner office: Women and leadership
• Elevating women’s leadership in India: Issues and insights
• How bosses can make or break leadership development programs
• How empathic concern helps leaders in providing negative feedback: A two‐study examination
• How to prevent overwork from killing productivity
• 3 crucial behaviors for successfully leading innovation
• Fast track: How top Silicon Valley companies accelerate leadership development
• What women want—And why you want women—In the workplace
• Infusing twenty-first-century skills into engineering education
• Tired of being fatigued? Introduction to the special issue
• Can’t sleep, won’t sleep: Exploring leaders’ sleep patterns, problems, and attitudes
• Change-capable leadership the real power propelling successful change
• Team sponsors in community-based health leadership programs
• Evaluating the impact of leadership development – 2nd Edition
• Busting myths about feedback: What leaders should know
• Reframing the decision-makers’ dilemma: Towards a social context model of creative idea recognition
• Incorporating social networks into leadership development: A conceptual model and evaluation of research and practice
• Incorporating social networks into leadership development: A conceptual model and evaluation of research and practice
• Holding leaders accountable during the 360 feedback process
• Building the case for executive coaching
• The care and feeding of the leader’s brain
• Emotions Explorer: Theoretical Background
• Green lights and stop signs: The road to gender parity in retail and consumer goods
• Queen bee syndrome: The real reason women do not promote women
• Dropped on the Way to the Top: Gender and Managerial Derailment
• Putting experience at the center of talent management
• Analytics for change: How networks and data science will revolutionize organizational change
• The promise of qualitative methods for expanding theories of positive youth development
• Leveraging relational assets for adolescent development: A qualitative investigation of youth–adult “connection” in positive youth development
• A multilevel CFA–MTMM approach for multisource feedback instruments: Presentation and application of a new statistical model
• The coach’s view: Coach and coachee characteristics add up to successful coaching engagements
• Collective and network approaches to leadership: Special issue introduction
• Underestimating one’s leadership impact: Are women leaders more susceptible?
• The irony of integrity: A study of the character strengths of leaders
• “It’s not about me. It’s me & you.” How being dumped can help first-time managers
• The challenges leaders face around the world: More similar than different
• A leadership gap analysis for Chinese leaders from a 360-Degree survey
• Grooming top leaders: Cultural perspectives from China, India, Singapore and the United States
• Creating tomorrow’s government leaders: An overview of top leadership challenges and how they can be addressed
• Addressing the leadership gap in healthcare: What’s needed when it comes to leader talent?
• Making your life work: A new approach to increasing your effectiveness on and off the job
• Learning leadership in the military: Key developmental events & lessons from senior officers
• Empathy in the workplace: A tool for effective leadership
• Boundary spanning leadership: Mission critical perspectives from the executive suite
• Motivational cultural intelligence, realistic job preview, realistic living conditions preview, and cross-cultural adjustment
• Motivating your managers: What’s the right strategy?
• Using mindfulness to improve high potential development
• World leadership survey biannual report on employee commitment and engagement 2013–2014
• Female professionals’ gender-professional identity integration (G-PII) and creativity
• Managing paradox: Blending East and West philosophies to unlock its advantages and opportunities
• Crafting your career: Cultural variations in career­-relevant relationships
• The state of teams
• Leadership development in Africa: A focus on strengths
• The leadership gap: What you need, and still don’t have, when it comes to leadership talent
• Expanding the leadership equation: Developing next-generation leaders
• Always on, never done? Don’t blame the smartphone
• Navigating innovation roadblocks: Key differences between innovative and non-innovation organizations
• The coach’s view: Best practices for successful coaching engagements
• What’s next? The 2007 changing nature of leadership survey
• How displaying empathic concern may differentially predict career derailment potential for women and men leaders in Australia
• Developing leadership by building psychological capital
• Transforming your organization
• Developing leaders in Latin America: Understanding managerial derailment
• Mediated dialogue: See your way through change
• Accelerators: Critical competencies for women leaders in retail and consumer goods
• Measurement and predictive invariance of a work-life boundary measure across gender
• Make learning stick: Best practices to get the most out of leadership development
• Making it click: Strategies for helping computer-challenged leaders
• Toward interdependent leadership culture: A transformation case study of KONE Americas
• Managerial motivational profiles: Composition, antecedents, and consequences
• Developing leaders in the public sector of the kingdom: Data and perspectives from the Center for Creative Leadership
• Biased self-perception tendencies: Self-enhancement/self-diminishment and leader derailment in individualistic and collectivistic cultures
• Mentoring first-time managers: Proven strategies HR leaders can use
• Women and political savvy: How to build and embrace a fundamental leadership skill
• A 30-country multilevel test of cultural convergence or divergence of three managerial skillsets
• Bossy: What’s gender got to do with it?
• How to be the boss without being the b-word (bossy)
• Creating a dynamic and sustainable talent ecosystem
• Waistlines and ratings of executives: Does executive status overcome obesity stigma?
• Leader self-awareness: An examination and implications of women’s under-prediction
• The leadership challenge in the pharmaceutical sector: What critical capabilities are missing when it comes to leadership talent and how can they be developed?
• Understanding the leadership challenges of first-time managers: Strengthening your leadership pipeline
• Networks: How collective leadership really works
• Using political skill to maximize and leverage work relationships
• Collective leadership for cultures of high quality health care
• Transformational change: An ecosystem approach
• The effectiveness of the leadership development programme in Europe
• Getting real: How high-achieving women can lead authentically
• Virtuous leadership: Exploring the effects of leader courage and behavioral integrity on leader performance and image
• Leadership strategies for societal impact
• Developing network perspective: Understanding the basics of social networks and their role in leadership
• Boundary spanning in action: Tactics for transforming today’s borders into tomorrow’s frontiers
• Employees’ adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance
• A leader’s network: How to help your talent invest in the right relationships at the right time
• Making leadership happen
• Sleep well, lead well: How better sleep can improve leadership, boost productivity, and spark innovation
• Exploring shared value: Use inter-organizational networks as a strategy for business success and positive societal impact
• Delivering a collective leadership strategy for health care
• What makes an effective leader? Generations in India weigh in
• Leadership development beyond competencies: Moving to a holistic approach
• Leader behaviors and career derailment potential: A multi-analytic method examination of rating source and self–other agreement
• Bridging the strategy/performance gap: How leadership strategy drives business results
• Learning about learning agility
• High-potential talent: A view from inside the leadership pipeline
• What makes a leader effective? U.S.boomers, xers, and millennials weigh in
• The role of feedback in supervisor and workgroup identification
• Future trends in leadership development
• U.S. students’ beliefs about leadership
• Advances in leader and leadership development: A review of 25 years of research and theory
• Leadership is in the eye of the beholder: How images of leadership that people have differ across the organization
• Measuring cumulative workplace change: Development of the cumulative change scale
• Personality and political skill as distal and proximal predictors of leadership evaluations
• Utilizing the theoretical framework of collective identity to understand processes in youth programs
• Impact of leader competency type with leader promotability: Extending self-other agreement research
• Feedback to managers: A guide to reviewing and selecting multirater instruments for leadership development (Fourth Edition)
• Validating the feedback orientation scale in a leadership development context
• What makes a leader effective? Generations in the U.K weigh in
• What makes an effective leader? Generations in South Africa weigh in
• What coaches believe are best practices for coaching: A qualitative study of interviews from coaches residing in Asia and Europe
• Reconsidering the equivalence of multisource performance ratings: Evidence for the importance and meaning of rater factors
• Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States
• The relative importance of political skill dimensions for predicting managerial effectiveness
• Integrity’s place among the character strengths of middle-level managers and top-level executives
• A bridge too far? How boundary spanning networks drive organizational change and effectiveness
• Through the looking glass: How relationships shape managerial careers
• Motivation at work: Which matters more, generation or managerial level?
• Absence of support makes the heart wander: Why people want to leave (or stay with) their organization
• The executive mind: Leader self-talk, effectiveness and strain
• The needs of participants in leadership development programs: A qualitative and quantitative cross-country investigation
• Trouble ahead: Derailment is alive and well
• Go for the goal(s): Relationship between goal setting and transfer of training following leadership development
• The role of multicultural competence and emotional intelligence in managing diversity
• Relative importance of managerial skills for predicting effectiveness
• Work–nonwork boundary management profiles: A person-centered approach
• Trends in succession management in Asia: HR perspectives across three countries
• When political skill matters to leader effectiveness ratings: The role of perceived prosocial impact
• The long arm of job insecurity: Its impact on career-specific parenting behaviors and youths’ career self-efficacy
• Integrating implicit leadership theories and fit into the development of global leaders: A 360-degree approach
• Developing top leaders for a globalised Asia: Lessons from best-practice organisations in Singapore
• A convergence/divergence perspective of leadership competencies managers believe are most important for success in organizations: A cross-cultural multilevel analysis of 40 countries
• Reputational change among managers
• 2012 annual report: How to maintain an engaged workforce
• Getting to “We”: Collective leadership development
• Are leaders born or made? Perspectives from the executive suite
• Empathic emotion and leadership performance: An empirical analysis across 38 countries
• The innovation equation for leaders: People + context = innovation
• Change comes at a cumulative cost: Make it worth the investment!
• 360-degree feedback: Best practices to ensure impact
• Derailment signs across generations: More in common than expected
• A comparison of generational differences in endorsement of leadership practices with actual leadership skill level
• Flat world, hard boundaries – How to lead across them
• The Benchmarks sourcebook three decades of related research
• Motivated by the organization’s mission or their career? Implications for leaders in turbulent times
• Asia Pacific leadership effectiveness dashboard: Critical competencies, strengths, and gaps
• When building strength is not enough: An exploration of derailment potential and leadership strength
• Political skill as an indicator of promotability among multiple rater sources
• Psychological costs of support seeking and choice of communication channel
• Employee perceptions of corporate social responsibility – Africa
• Erratum to: “Millennials at work: What we know and what we need to do (if anything)”
• Leadership responses to a conflict of gender-based tension: A comparison of responses between men and women in the US and South Africa
• Self-other rating agreement in leadership: A review
• Self–other rating agreement in leadership: A review
• Developmental relationships and managerial promotability in organizations: A multisource study
• Leadership practices for corporate global responsibility
• Effective global management: Established constructs and novel contexts
• Self-observer rating discrepancies of managers in Asia: A study of derailment characteristics and behaviors in Southern and Confucian Asia
• Hierarchical linear modeling as an example for measuring change over time in a leadership development evaluation context
• Building trust in the workplace: A key to retaining women
• Employee engagement: Has it been a bull market?
• Employee perceptions of corporate social responsibility: The implications for your organization
• “I don’t see me like you see me, but is that a problem?” Cultural influences on rating discrepancy in 360-degree feedback instruments
• Leadership across differences: A report on research and findings
• Polynomial regression with response surface analysis: A powerful approach for examining moderation and overcoming limitations of difference scores
• Finding yourself: How social identity affects leadership
• Millennials at work: What we know and what we need to do (if anything)
• Driven to work and enjoyment of work: Effects on managers’ outcomes
• Global responsibility: What it takes to get it right
• Rater source effects are alive and well after all
• 2010 WLS annual report on workplace attitudes
• The challenge of leading on unstable ground: Triggers that activate social identity faultlines
• A historical perspective on nonverbal communication in debates: Implications for elections and leadership
• The challenge of leading on unstable ground: Triggers that activate social identity faultlines
• Breaking down boundaries in the climate change debate. Case Study/Mark Gerzon.
• Are cultural characteristics associated with the relationship between self and others’ ratings of leadership?
• Creating coaching cultures: What business leaders expect and strategies to get there
• The effects of ethical climate on group and individual level deception in negotiation
• Analyze this: Six steps to leveraging people investments
• Recognition of emotion in facial expressions and resident advisor effectiveness
• A case for homogeneity of personality at the occupational level
• The continual need for improvement to avoid derailment: A study of college and university administrators
• Corporate social responsibility and sustainable business
• Internet recruiting : Effects of website content features on viewers’ perceptions of organizational culture
• Leadership is more than leaders: Developing leadership culture
• Rater source factors represent important subcomponents of the criterion construct space, not rater bias
• Direction, alignment, commitment: Toward a more integrative ontology of leadership
• Great expectations: Resolving conflicts of leadership style preferences
• E-recruitment and the benefits of organizational web appeal
• Leadership competencies: An exploratory study of what is important now and what has changed since the terrorist attacks of 9/11
• Globally responsible leadership: A leading edge conversation
• Power and sensitivity of alternative fit indices in tests of measurement invariance
• Examining career-related mentoring and managerial performance across cultures: A multilevel analysis
• Interdependent leadership in organizations: Evidence from six case studies
• Differences in rate of response to web-based surveys among college students
• Bridging boundaries: Meeting the challenge of workplace diversity
• Managerial skills: What has changed since the late 1980s
• The role and impact of leadership development in supporting ethical action in organisations
• Illuminating a cross-cultural leadership challenge: when identity groups collide
• An integrative job demand-resource model of burnout & job performance: A meta-analytic path analysis
• Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation and task performance
• Sending signals: Nonverbal communication can speak volumes
• The influence of supervisory‐support climate and unemployment rate on part‐time employee retention: A multilevel analysis
• A study of the discrepancy between self-and observer-ratings on managerial derailment characteristics of European managers
• A study of managerial derailment characteristics and personality preferences
• Identity crisis: Recognizing the triggers of a growing type of conflict
• Leadership and the triple bottom line: Bringing sustainability and corporate social responsibility to life
• 10 trends: A study of senior executives’ views on the future
• The changing nature of leadership
• Everyday leadership: A CCL research white paper
• Competencies for leadership development: What’s hot and what’s not when assessing leadership-implications for organization development
• Experience counts: Learning lessons from key events
• Family ties: Managers can benefit from personal lives
• Commitment to family roles: Effects on managers’ attitudes and performance
• Generational differences in leader values and leadership behaviors
• Talent management in the 21st century: Help your company find, develop, and keep its strongest workers
• The use of constructive-developmental theory to advance the understanding of leadership
• Effect of workaholism on managerial performance: Help or hindrance?
• Keys to motivating tomorrow’s workforce
• Leading roles: What coaches of women need to know
• The mentoring tool
• How can knowledge management affect the practice of leadership? A question of leadership
• Exploring leadership in times of paradox and complexity
• In focus/managing conflict: New challenges in a changing world
• In focus/feedback and development: The negatives of focusing only on the positive
• Stress and the eye of the beholder
• Collision courses: When social identity leads to conflict
• Wired to inspire: Leading organizations through adversity
• What women leaders want
• Personal lives, powerful lessons
• Leadership strategies for culture change: Developing change leadership as an organizational core capacity
• A question of leadership — Should managers be able to review the ratings their subordinates receive from 360-degree-feedback instruments?
• Exploration for development: Developing leadership by making shared sense of complex challenges
• Managerial effectiveness in a global context
• Benefits of multiple roles for managerial women
• Making the connection: Leadership skills and emotional intelligence
• E-Leadership: Separating the reality from the hype
• Attracting opposites to the leadership ranks
• Putting something in the middle: An approach to dialogue
• What do global managers really do?
• Developing from job experiences: The role of organization-based self-esteem
• Gender differences in the intentional use of information in competitive negotiations
• Generational differences in leader values and leadership behaviors
• Developing from job experiences: The role of organization‐based self‐esteem
• Formal developmental relationships: A survey of organizational practices
• The impact of 360-degree feedback on planning for career development
• Demographic and personality predictors of congruence in multi‐source ratings
• Exploring the link between rating congruence and managerial effectiveness
• How managers view success. Perspectives of high‐achieving women
• Personality and organizations: A test of the homogeneity of personality hypothesis
• Executive selection: A research report on what works and what doesn’t
• Using conflict to improve effectiveness of nurse teams
• Does 360‐degree feedback work in different industries? A between‐industry comparison of the reliability and validity of multi‐source performance ratings
• Perceptions of female and male managers in the 1990s: Plus ça change . . .
• The relationship between the five-factor model of personality and the California Psychological Inventory
• Workplace integrity: Differences in perceptions of behaviors and situational factors
• Self-other rating agreement and leader effectiveness
• Leading creatively: The art of making sense
• New directions for research and practice in diversity leadership
• A look at derailment today
• Age and managerial effectiveness: some interesting trends
• Forceful leadership and enabling leadership: you can do both
• Interrater reliability and agreement of performance ratings: a methodological comparison
• Using perspective taking to manage conflict and affect in teams
• Using perspective taking to manage conflict and affect in teams
• Constructs and developmental assessment centers: Further troubling empirical findings
• Job satisfaction and creativity style: An unexpected empirical finding
• Career derailment: are you at risk? Any of nine fatal flaws can derail even the most successful executive
• Why executives derail: Perspectives across time and cultures
• Beyond work-family programs: Confronting and resolving the underlying causes of work-personal life conflict
• Linking management selection and development through stretch assignments
• Promotion decisions as a diversity practice
• A glass ceiling survey: Benchmarking barriers and practices
• An evaluation of the outcomes of a leadership development program
• Enhancing 360-degree feedback for senior executives: How to maximize the benefits and minimize the risks
• Can conflict improve team effectiveness?
• Construct validity of three self-report measures of creativity
• Assessing the developmental components of managerial jobs
• Making common sense: Leadership as meaning-making in a community of practice
• Gender differences in managers’ developmental job experiences
• Conflict with less distress: Promoting team effectiveness
• An examination of the relationships among self‐perception accuracy, self‐awareness, gender, and leader effectiveness
• Creating developmental relationships: Roles and strategies
• Issues & observations: The issue of homogeneity within organizations
• Why managers have trouble empowering: A theoretical perspective based on concepts of adult development
• Learning how to learn from experience: Impact of stress and coping
• The expansive executive (2nd ed.)
• Job demands and managerial learning in the research and development function
• Leadership challenges for human service administrators
• Promotion: Beliefs and reality
• Effective school principals: Competencies for meeting the demands of educational reform
• Executive identity and the hero’s story: The voyage of Dodge Morgan and the American Promise
• Gender differences in the development of managers: How women managers learn from experience
• Twenty-two ways to develop leadership in staff managers
• Character shifts: The challenge of improving executive performance through personal growth
• Using biographical methods to understand managerial behavior and personality
• Preventing derailment: What to do before it’s too late
• On-the-job development: A conceptual model and preliminary investigation
• Diagnosing management development needs: An instrument based on how managers develop
• The lessons of looking glass: Management simulations and the real world of action
• Why executives lose their balance
• The lessons that matter
• Eighty-eight assignments for development in place: Enhancing the developmental challenge of existing jobs
• The dynamics of management derailment
• Developing executives through work experiences
• Explanations of success and derailment in upper-level management positions
• Key events in executives’ lives
• The role of procedural and distributive justice in organizational behavior
• Creativity in the R&D laboratory
• The narrow band
• Developmental experiences in managerial work: A literature review
• The timing of training, learning, and transfer
• Values in action: The meaning of executive vignettes
• The warp and woof of the general manager’s job
• High hurdles: The challenge of executive self-development
• Family life cycle, work career patterns, and women’s wages at midlife
• Fixing relationships through joint action
• Off the track: Why and how successful executives get derailed
• Intervention in a loosely organized system: An encounter with non-being
• Power, influence, and authority: The hazards of carrying a sword
• Studies of managerial work: Results and methods
• Leadership as a design problem
• Appraisal in context: Clashing with organizational realities
• Leaders and leadership: Of substance and shadow