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Looks Good on Paper?Using In-Depth Personality Assessment to Predict Leadership Performance$
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Leslie Pratch

Print publication date: 2014

Print ISBN-13: 9780231168366

Published to Columbia Scholarship Online: November 2015

DOI: 10.7312/columbia/9780231168366.001.0001

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Predicting Performance

Predicting Performance

Chapter:
(p.33) 2 Predicting Performance
Source:
Looks Good on Paper?
Author(s):

Leslie S. Pratch

Publisher:
Columbia University Press
DOI:10.7312/columbia/9780231168366.003.0003

This chapter explains how active coping—or lack thereof—affects an executive's performance. All candidates for any role will have some flaws in their coping structure. An in-depth assessment helps the person making the assessment uncover and understand these coping flaws. Such information is crucial to making accurate predictions about leaders' long-term success. Knowing that they will flourish in one situation but wilt in another allows superiors—whether they are CEOs or presidents—to place leaders in positions that will play to their strengths and not their weaknesses. A large part of predicting effective leadership is identifying the conditions under which a leader will be effective. This chapter first considers the distinction between the concepts of effectiveness and success and how predictions about leaders reduce the risk of failures in leadership. It then discusses two complementary types of models—developmental and current state—used by psychologists to understand how and why humans behave in a specific way at a given stage of development. It also presents three stories that illustrate successful predictions of executive performance.

Keywords:   active coping, executives, performance, assessment, effective leadership, effectiveness, success, failure risk, predictions

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