參考文獻3kfalp technical manual korn ferry潛力研究與技術(shù)指南

SectionI–IntroductiontotheKornFerryAssessmentofLeadershipPotentialResearchGuideand SectionII–Introductiontohighpotential Sevensignpostspointingtohigh-potential 高 者的7個標 第三部分：Korn ModeloftheKornFerryAssessmentofLeadership Korn IntendedusesoftheKornFerryAssessmentofLeadership Korn UniquefeaturesoftheKornFerryAssessmentofLeadership Korn Measuresandgeneral Predictionofworkengagementof AppendixA.Frequentlyasked A.AppendixB.Norm B. SectionI–IntroductiontotheKornFerryAssessmentofLeadershipPotentialResearchGuideandTechnical第一部分：《KornFerry潛力研究與技術(shù)指南》TheKornFerryAssessmentofLeadershipPotential(KFALP)isacomprehensiveassessmentformeasuringleadershippotential.Theassessmentmeasuresanindividual'sDrivers,Experience,Awareness,Learningagility,Leadershiptraits,Capacity,andDerailmentrisks.Normsareappliedtoprovideinformationrelativetoleaderswhohaveadvanced.KornFerry 潛力（KFALP）是對 Leadershippotentialisaboutwhatcouldbeatsomepointinthefuture,notwhatiscurrently.Byfocusingonmeasuresrelatedtowhatcouldbe,thetoolhasbeencarefullyconceivedandempiricallydesignedtoprovidecriticaldataaboutpeople—dataproventodifferentiatethosewhohavesuccessfullyadvancedfromthosewhohavenotadvanced.TheKFALPisdesignedtoprovidedataimportantforindividualsandorganizationstoconsiderastheythinkaboutleadershippotential.ItisnotdesignedforselectionofindividualsintoparticularKFALP的目的是為 ThismanualisdesignedasatechnicalreferencetohelpdeepenyourunderstandingoftheresearchbehindtheKFALP.本書的目的是作為技術(shù)參考，幫你加深對KFALPYoucanrefertothismanualforavarietyofBuildyourknowledgeregardingtheresearchstudiesonhighpotentialHaveabetterunderstandingoftheresearchonthesevensignpostspointingtohigh-potential 者的7個標志的研究BuildyourknowledgeregardingtheresearchfoundationoftheReviewsomekeyfindingsfromthe ysesandsub-groupFindanswerstosomefrequentlyaskedSectionII–IntroductiontohighpotentialThe21stcenturybringsauniqueandunprecedentedsetofchallengesandpotentialopportunitiesfororganizations.Thepaceofmarketchange,speedofinnovation,globaldynamics,andchangingdemographicsgeneratemanyopportunitiestobothcreateandextractvalue,butitisoftenmoredifficulttolocatethoseopportunitiesandactuponthem.Thus,howdocompaniescompeteinthisincreasinglycomplexandvolatileenvironment?Oneofthecentraldifferentiatorsforcompaniesisastronghumancapitalfoundation:therightleadersintherightces.21世紀為組織帶來一系列不尋常、前所未有的的同時，也帶來了一些潛在機會。市場Tosucceedindrivingbusinessstrategy,itisimperativeforcompaniestohaveafuture-focusedtalentstrategy.Organizationsneedtodevelopandsustainapipelineoftherightleaders,withtherightabilities,intherightroles,andattherighttimestoensureasustainablecompetitiveadvantage.Theideaofidentifyingandmanaginghigh-potentialtalenthas eincreasinglyessentialfor Mostorganizationshaverecognizedtheneedforandhaveimplementedaformalprocesstoidentifyandassesshigh-potentialtalent(Church&Rotolo,2013;Silzer&Church,2009).Theconstructofleadershippotential,asusedbymanyorganizations,referstothepossibilitythatindividualshavethequalities(e.g.,motivation,skills,abilities,experiences,andcharacteristics)toeffectivelyperformandadvanceintheircareers.Itimpliesfurthergrowthanddevelopmenttoreachsomedesiredendstate.種正式流程了(Church&Rotolo,2013;Silzer&Church,2009)。許多組織所使用的 However,manycompaniesappeartodoapoorjobatidentifyingwhichemployeestrulyarehighpotentials,orevendefininghighpotential.Accordingtoseveralstudies,onlyaboutone-halfofcompaniesreporthavingahighpotentialidentificationprogram(Howard,2009;Slan-Jerusalim&Hausdorf,2007;Wells,2003).Andthosecompanieswhichdohaveprogramsfrequentlyselectindividualsbasedonfactorsnotnecessarilyrelatedtopotential,suchas alexperiencewith ,performancereviewratings,andpastperformanceresults(Slan-Jerusalim&Hausdorf,2007;Pepermans,Vloeberghs,&Perkisas,2003).Inaddition,MartinandSidt(2010)indicatedthatbasedontheirresearchonleadershiptransitions,nearly40%ofinternaljobmovesmadebypeopleidentifiedbytheircompaniesas"highpotentials"endinfailure.Hausdorf,2007;Wells,2003)。而這些有高潛鑒定項目的公司常常根據(jù)與潛力無關(guān)的因素（如跟此人的相處經(jīng)驗、績效評估以及過去的業(yè)績結(jié)果來挑選高潛人才。此外，Martin和Sidt(2010)，根據(jù)他們在 人，將近40%取得內(nèi)部工作調(diào)動的人以失敗告終。Onemajorcauseoffailureisfailingtodifferentiatebetweenperformanceandpotential.Potentialisaboutfuturepossibilities,whichisdifferentfromcurrentperformance.Currentperformanceisdirectlyvisible,butfuturepotentialisapredictionaboutthefuture.Notallhighperformersarehighpotentials.Researchsuggeststhatonlyabout30%ofhighperformersshouldbeclassifiedashighpotentials(CorporateLeadershipCouncil,2005).高潛力者。研究表明，大約只有30%的高績效者可以被列為高潛力者(CorporateLeadershipCouncil,2005)。Severalresearchershaveworkedtoidentifyindividualattributesthatarerelatedtolong-termpotential(CorporateLeadershipCouncil,2005;Lombardo&Eichinger,2000;McCall,Lombardo,&Morrison,1988;Peterson&Erdahl,2007;Silzer&Church,2009).SilzerandChurch(2009)developedacomprehensiverecapofindicatorsofhighpotentialsbasedonanextensiveliturereviewofnineexternalhighpotentialmodelsfromconsultingfirmsandtwocorporatesurveys.Theyidentifiedsevencharacteristicsthatarecommonlyviewedasindicatorsofhigh-potential 屬性（CorporateLeadershipCouncil,2005;Lombardo&Eichinger,2000;McCall,Lombardo,&Morrison,1988;Peterson&Erdahl,2009下7個特征——這7個特征被公認為高潛員工的評定指標：Cognitiveskillsincludeconceptualorstrategicthinking,breadthofthinking,cognitiveability,anddealingwithambiguity. Learningabilityincludesadaptability,learningorientation,learningagility,andopennesstoLeadershipskillsincludedeveloothers,leadingandmanagingothers,andinfluencingand Motivationvariablesincludeenergy,engagement,driveforadvancement,careerinterests,careeraspirations,resultsorientation,andrisk PerformancerecordincludesleadershipexperiencesandperformancetrackKnowledgeandvaluesincludeculturalfitandtechnical/functionalskillsandOnekeychallengeofhighpotentialandsuccessionmanagementisthatthefactorsthatenablesuccessatoneorganizationallevelaredifferentfromwhatisrequiredatthenextlevel.Successionsystemsmustfollowathoroughroadmapforleadershipdevelopmentandknowwhatexperiencesarenecessaryfordevelothecriticalleadershipskillsforeachlevelofmanagement.TheCharan,Drotter,andNoel(2011)six-passagemodelisoftenusedtodescribetheleadershiprequirementsthroughoutthevariousorganizationallevelswithina .This"PipelineModelofLeadershipDevelopment"definesthecrucialskillsforsuccessfulmanagementtransitionsfromtheverybottomofanorganization(managingoneself)totheverytop(managingtheenterprise).Eachofthesixmanagementtransitionsinthismodel,illustratedinFigure1,involvesamajorchangeinjobrequirements,demandingnewskills,timeapplications,andworkvalues.Charan、Drotter和Noel(2011)的6條通道模型常被用來描述公司里不同組織層級的要求。這個“發(fā)展補給線模型”對成功完成從組織的底層（管理自己）到組織的頂層（管Figure1.Thechangingrequirementsof圖1.不斷變化的力要求者

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izeshareholder Whenadvancingtoleadershippositionsofgreaterresponsibility,leadershiprolesincreaseintheirchallenge,breadth,andcomplexity.Asleadersadvance,theymustreallocatetheirfocussothattheycanhelpotherstoperformeffectively.Theymustlearntovaluetheworkofleadershipandbelievethatmakingtimeforothers,nning,coordinating,andcoachingareimperativeintheirnewTheseleadershipattributesdonotsimplyspringintoexistencewhena ispromotedintoleadership;theymanifestandgrowoverthecourseofacareer.Sohowearlycanitbediscernedwhohaswhatittakestoleadatthehighestlevels? BasedondecadesofKornFerryresearchandextensivereviewofacademicandbusinessliture,KornFerryidentifiedessentialsignpoststhatindicatethelikelihoodoffutureleadershipadvancementandsuccess(Sevy,Swisher,&Orr,2014).TheKornFerryAssessmentofLeadershipPotential(KFALP)measuresthesefacets,orsignposts,thatdifferentiatebetweenleaderswhoachievevariouslevelsofleadership(seeFigure2).經(jīng)過數(shù)十年的研究并廣泛閱讀學(xué)術(shù)和商業(yè)文獻之后，KornFerry找出了可以表明未來 2Figure2.Sevensignpostsof2.7Thedriveandmotivationtoserveasaleader. developmentalneeds.AptitudeforlogicandManagedderailment

AtrackrecordofformativeTheabilitytolearnfromKornFerryorganizesthequalitiesthatleadtosuccessintofourdistinctcategories:DriversandTraits—whichdescribe"whoyouare,"andExperiencesandCompetencies—whichdescribe"whatyoudo."Eachdimensionysadistinctroleinperformance,engagement,potential,and careerdevelopment(seeFigure3).和個人職業(yè)發(fā)展方面都起著顯著作用（見圖3。Wedefinepotentialasthecapacityandinteresttodevelopthequalitiesrequiredforeffectiveperformanceinsignificantlymorechallengingleadershiproles.Figure3.FourDimensionsofLeadershipand3.力&4forsuccessthatcanbenaturaltendenciesaleanstoward,includingalitytraitsand lectual Valuesandintereststhatinfluencea 'scareerpath,motivationandengagement.Assignmentsorrolesthatpreparea MostcharacteristicsrelatedtopotentialareTraitsandDrivers,withanadditionalcontributionfromthefoundationalExperiencestypicalof satalevelofleadership.Driversarethe"willdo"aspectthatcreatesengagementandenergyforataskorrole.Totheextentthata 'sdriversarealignedwiththerole,theywillbeenergizedbyit.Peoplewithleadershippotentialfindtheroleofaleaderinterestingandtheworkofleadingmotivating,whichiscrucialtobeingeffective.Leadership esprogressivelymoredifficultateverylevel,andthedemandsupontimeandenergyincrease.Iftheworkdoesn'taligntowhatdrivesthem,itisunlikelythatanyleaderwillhavetheenergyandresilienceneededtothriveoreventojustsurvive.AccordingtoSilzerandChurch(2010),90%oforganizationsnowuseanindividual'scareerdriveasonepredictortoidentifyhighpotential. 不可能有成長甚至生存所需的精力和韌性。Silzer和Church(2010)表明，90%的組織現(xiàn)在把 High-potentialleadersvaluethenatureofleadershipwork,theopportunitytomakeadifference,havingapositiveimpactontheircoworkersandorganization,andhavinggreaterresponsibility.Thisisevidentinthegreaterprevalenceofgoalsandaspirationsrelatedtoleadershipateachcareer DatacollectedoverthepastdecadeatKornFerryshowthatthosewhomoveupinleadershiparemarkedbyhavinghighercareeraspirations,morespecificcareergoals,adesiretotakeongeneralmanagementandC-suitepositions,andareengagedbygettingthingsdonethroughothers(seeTable中（見表1。Table1.Signalsofleadershipdriveacrossmanagement Percentchoosinginthetopthree

businessunit

oftheorganization.BeliefinthemissionoftheResponsibilityforthetheresultsoftheunit.Source:Over17,000leaders,CareerHistoryQuestionnaire(Gerstner,Hazucha,&Davies,來源：超過17000 者的“工作經(jīng) 問卷”(Gerstner,Hazucha,&Davies,2012)Asleadersprogressthroughtheircareers,theygainaseriesofexperiences.Eventhougheveryleader'scareerisunique,eachleadershiplevelisdefinedbythechallengesandexperiencesitpresents.Thesecoreexperiences,-buildingexperiences,andkeychallengesgainedformthefoundationformovingtonew,morechallengingroles. InaseriesofstudiesconductedbytheCenterforCreativeLeadership,executiveswereinterviewedandaskedtodescribekeyeventsintheircareersthatcausedthemostlearning.Thefollowingtwoquestionswereprobed:(1)whatspecificallyhappenedonthejob,and(2)whatdidtheylearnfromtheevent.Researchersinterviewed191executivesfromsixmajorcorporations.Descriptionsofthe616eventsand1,547correspondinglessonsweretabulated.TheysesandresultsaresummarizedinthebookaptlytitledTheLessonsofExperience(McCalletal.,1988).Theseresearchersobservedthatthemostdevelopmentalexperiencesarechallenging,stretching,and 管描述的616 KornFerryresearchhasidentifiedkeycareerexperiencesthatdifferentiateleaders.Themoreofthesekeydevelopmentalexperiencesaleaderaccumulates,thegreaterthepossibilitythattheleaderwillbesuccessfulafterpromotiontothenextlevel.Workingwithresearchpartnersatwell-knownuniversities,KornFerryhasalsofoundthatexperiencehelpsleadersdeveloptheirstrategicthinkingskills(Dragoni,Oh,VanKatwyk,&Tesluk,2011).Aleaderwhohashonedskillsthroughdepthandbreadthofexperienceshasmuchmorebandwidthtolearneverythingelsetheymustconquertosucceedwhenpromotedtothenextlevel.Aleaderwhoisbehindthecurve,wholacksoneormorerelevantexperiences,willhavetolearntheselessonswhiletheyarealsolearningthejob.Thisextrademand,atatimeofrapidchange,makesthetransitionriskyandmorelikelytogoawry.KornFerry的研究已經(jīng)找出可以表明者間的差別的關(guān)鍵工作經(jīng)驗。這些關(guān)鍵的成長經(jīng)驗 級之后取得成功。KornFerry與知名 者發(fā)展自己的戰(zhàn)略思考技能(Dragoni,Oh,VanKatwyk,&Tesluk,2011)。通過經(jīng)驗的深度和廣度來磨練技能的 LeadershipExperienceInventory(LEI)dataatKornFerryindicatethat,onaverage,leadersatthehighestlevelsaremorelikelytohavehadawiderangeofkeydevelopmental,career-buildingexperiences(seeFigure4).NotealsothatthelargestjumpisfromMid-levelleadertoBusinessunitKornFerry的《 4 Figure4.PrevalenceofkeyformativecareerexperiencesbymanagementSenior Mid-levelleader Traitsyalargeroleinhowpeopledevelop—whatismorenaturalforthemandwhatismoreofaneffort.They,alongwithDrivers,arethemostenduringaspectsofa ,changingtheleastovertime.Traitsare alitycharacteristicsthatexertastronginfluenceonbehavior.Pastresearchhasinvestigatedhow alitytraitscorrelatedwithjobperformanceandthechangingnatureofperformanceacrosstime(e.g.,Thoresen,Bradley,Bliese,&Thoresen,2004).AccordingtoChurchandRotolo(2013),66%ofthesurveyedorganizationsused alityinventoriestoassesshighpotentials.隨著時間的推移而改變這一本質(zhì)有何關(guān)聯(lián)進行了(例如，Thoresen,Bradley,Bliese,&Thoresen,2004)。Church和Rotolo(2013)表明，66%接受過的組織使用了問卷來評估人才。Toachievehighperformance,leadersmustbeginwithaclear-eyedviewoftheirexistingstrengthsandtheirdevelopmentneeds.Theyneedtoknowwheretheyexcel,whentheycantrusttheirinstinctsandabilities,andwhentheyneedtorelyontheinsightsandabilitiesofothers.Theymustalsohavekeenawarenessoftheirthoughts,feelings,andbehaviorsonamoment-to-momentbasis,whatissometimescalled"mindfulness."Thisallowsthemtomanagethemselvesandothersmore Researchsuggeststhatderailedmanagersandexecutivesshareacommonattribute—alackofself-awareness(Quast,Wohkit,Chung,Vue,Center,&Phillips,2013;Sala,2003).Leaderswholackself-awarenessperceivethemselvesdifferentlythanotherpeopleperceivethem.Theytendtoperceivethemselvesmorepositivelythanothers,whichinturnmakesthemlessawareoftheweaknessesthatputthematoddswiththedemandsoftheorganization(Atwater,Waldman,Ostroff,Robie,&Johnson,2005).Thislackofself-awarenesscanresultinmanydestructivebehaviors,whichmayleadtoderailment(Lombardo&McCauley,1988;McCalletal.,1988).研究表明，偏離正軌的管理者和高管有一個共同屬性——缺乏自我認知(Quast,Wohkit,Chung,Vue,Center,&Phillips,2013;Sala,2003)。缺乏自我認知的者看待自己與他人看——這些弱點會讓他們與組織的要求相（Atwater,Waldman,Ostroff,Robie,&Johnson,20051988;McCalletal.,1988)。Evidencesuggeststhathighlyself-awareleadershaveapositiveimpacton prevalenceofhighself-awarenesscorrelateswithhighrateofreturn.KornFerry'sZesandLandis(2013)yzed6,977self-assessmentsfromprofessionalsat486publiclytradedcompaniesandfoundthatthosewithhighself-awarenesstendtobeconcentratedincompanieswitharobustrateofreturn,suggestingthattheymightcontributetogreaterbusiness es(seeFigure5).高回報率相關(guān)聯(lián)。486家上市公司的專業(yè) 進行了6977份自我評估，KornFerry的Zes和Landis(2013)經(jīng)過對這些自我評估進行的分析，發(fā)現(xiàn)那些自我認知程度高的 （見圖55.PercentPercentchancethatworksforaasafactorLearningandskilldevelopmentyanimportantroleinanindividual'slong-termeffectivenessandcareersuccess(Silzer&Church,2009;Tannenbaum,1997).學(xué)習(xí)以及技能發(fā)展在的長期效果和事業(yè)成功中起著重要作用(Silzer&Church,2009;Tannenbaum1997)。Themosteffectivewaytoassessa 'spotentialtolearnfromexperienceisbymeasuringlearningagility.Learningagilityisdefinedasthewillingnessandabilitytolearnfromexperience,andsubsequentlyapplythatlearningtoperformsuccessfullyunderneworfirst-timeconditions(Lombardo&Eichinger,2000).Learningagileindividualsarenimbleandadaptableinchangingenvironments;theyarekeyyerswhofilltheleadershipbench.Theirabilitytolearnfromexperiencesandtakeonnovelchallengessetsthemapartashighpotentials,asevidencedbytheirspeedycareerascent(Dai,Tang,&Feil,2014;Dai,DeMeuse,&Tang,2013).Nearly25%oftheFortune100assesslearningagilityasonecomponentofpotential.中學(xué)習(xí)并隨后在新的情況下或首次使用時成功應(yīng)用所學(xué)內(nèi)容的意愿和能力(Lombardo&Eichinger,2000)。學(xué)習(xí)敏銳的 力人才，他們快速的職業(yè)晉升可以證明這一點(Dai,Tang,&Feil,2014;Dai,DeMeuse,&Tang,2013)。將近25%的 100強企業(yè)把學(xué)習(xí)敏銳度作為對潛力進行評估的一Learningagilityisespeciallycrucialduringjobtransitions—suchasapromotion—whenanindividualinvariablyfacesnewandunfamiliarsituations.Insteadofautomaticallydefaultingtofavoritepastsolutionsorproblem-solvingtactics,learningagileleadersapplyfreshandvariedapproaches,ideas,solutions,andtechniquestosolvethosenew,toughproblems.Inshort,learningagileleadersfindnewwaystosuccessfullynavigateunknownandunforeseenchallenges.TheROIfororganizationsandleadersisclear.Researchshowsthatlearningagileleadersareratedmorecompetent,recognizedashavingthemostpotentialforadvancement,getpromotedfasterandmoreoftenthantheirpeers,andoutperformtheirpeersafterapromotion(Daietal.,2013;Dragoni,Tesluk,&Oh,2009;Dries,Vantilborgh,&Pepermans,2012;Lombardo&Eichinger,2000).潛力最大、與同事相比晉升得更快更頻繁且在晉升后其表現(xiàn)優(yōu)于其同事(Daietal.,Dragoni,Tesluk,&Oh,2009;Dries,Vantilborgh,&Pepermans,2012;Lombardo&Eichinger,KornFerryhasthemostextensiveresearchfordescribingandmeasuringlearningagility.Thisincludesobservablecompetenciesandasetofrelatedtraits.KornFerryresearchfoundthathighlylearningagilepeopleearnpromotionmuchmorequickly(Daietal.,2014;Daietal.,2013).Aftergrouindividualsbylow,moderate,andhighlearningagilityscores,ourysisfoundthatmanagerswithhighlearningagilityreceivedtwiceasmanypromotionsoverthe10-yearperiodasthosewithlowlearningagility(seeFigure6).列相關(guān)特征。KornFerry的研究發(fā)現(xiàn)，學(xué)習(xí)敏銳度高的人能夠晉升地更迅速(Daietal.,2014;Daietal.,2013)。按照學(xué)習(xí)敏銳度低、中等和高的得分對 分析發(fā)現(xiàn)，在10年的時間里學(xué)習(xí)敏銳度高的管理者是學(xué)習(xí)敏銳度低的管理者的晉升次數(shù)的兩倍（見圖。Figure6.Numberofpromotionsmanagerswerelikelytoreceiveover10LowlearningHighlearningNumberof2Themoreanindividual'straitsalignwiththetraitsthatarecharacteristicofsuccessfulleaders,thegreaterthepotentialforfuturesuccessathigherorganizationallevels.Traitsfactorheavilyintoquestionsofleadershippotentialbecause alityprofileslooksubstantiallydifferentateachprogressivelevelofmanagement(Crandell,Hazucha,&Orr,2014). 相同(Crandell,Hazucha,&Orr,2014)。KornFerryresearchdemonstratesthattraitsmostprevalentattopleadershiplevelsincludethingsliketakingcharge,havingavision,andbeinginnovative(seeFigure7).Attentiontodetailmaycontributetoearlycareersuccess,butinhibitorevenderailatopexecutive.Thisshiftaccounts,inpart,fortheparadoxofamerelysatisfactorynewmanagerwhosimultaneouslyhasthepotentialtobeasuperior-performingexecutive.Anditexins,inpart,whysomeleadersteaudespiteearlysuccess.Havingtherightlevel—nottoomuch,nottoolittle—ofthesetraitsisoneindicatoroffuturehighperformanceasaleader.KornFerry研究表明，力最級的其具備的最普遍的特征包括掌握全局、有遠見且有創(chuàng)新精神（見圖7。對細節(jié)的注重可能在初期有助于職業(yè)成功，但是會限制高管甚至 Figure7.TraitsofleadersacrossmanagementPercentilerelativetoall相對于所有領(lǐng)導(dǎo)者的圖Percentilerelativetoall相對于所有領(lǐng)導(dǎo)者的SeniorBusinessunit Mid-levelleader Firstlevelleader Capacityreferstologicandreasoning,orcognitiveability.Researchhasshownthatcognitiveabilityinfluencesvirtuallyeveryaspectofjobperformanceandpotential(Ones,Dilchert,Viswesvaran,&Salgado,2010).High-performingleadersareeffectiveyticalandconceptualthinkers.Theyareastuteatspottingpatternsortrendsindatathatothersmiss.Andtheysolveproblemswithaplomb—atfirstindividually,andthenasleaders—bymarshalingandfocusingresourcesontherightchallenges.Butthereisasubtletraphereasonemovesupinleadership:a 'srolechangesfrombeingtheprimaryproblemsolvertoensuringthattheproblemgetssolved.Leaderswhocannotshiftoutofindividualproblem-solvingmodeandintothejobofcoachingandmentoringothersyzeproblemswillstrugglebeyondmid-levelleadership Likewise,organizationsthatrelyonindividualproblemsolvingastheirsoleorevenprimaryindicatorofhighleadershippotentialriskfloodingtheirpipelinewithpeoplewhowillpeakinmid-levelrolesbecausetheyreverttosolvingcomplexproblemsthemselves.Forthisreason,it'sriskytoassesspurecognitiveabilitywithoutsimultaneouslyconsideringhowthiscognitiveabilityisimpartedinaleadershiprole. Derailmentisthefailuretoachieveone'spotential.The esassociatedwithleadershipderailmentcanbeverycostlyonmanydimensions. Inadditiontothemillionsofdollarsofdirectandindirectfinancialcosts,derailedmanagerscanengenderanegativeimpactattheindividual,team,andorganizationallevels.Suchleadersdon'tbuildcohesiveteams,dwindlethemoraleofcoworkers,damagecustomerrelationships,andfailtomeetbusinessobjectives(Bunker,Kram,&Ting,2002;Hughes,Ginnett,&Curphy,2008).(Bunker,Kram,&Ting,2002;Hughes,Ginnett,&Curphy,2008)。Therisksrelatedtoderailmentgoupathigherjoblevels:expectationsarehigherandconsequencesoffailurearehigher(Hogan&Hogan,2001;Tang,Dai,&DeMeuse,2013).Atthesametime,therearesomebehaviorsthatdon't eacareerriskuntilaleaderreachesahigher-levelposition.Leadersatriskofderailingmaybeperceivedasovercontrolling,asmicromanagers.Theymaycomeacrossasmoremercurialorvolatile.Orperhapspeopleexperiencethemasbeingmoreclosedordefensive.Carefulassessmentofanindividual'sderailmentriskiscrucialbeforemovingthemintoamission-criticalrole. 更嚴重(Hogan&Hogan,2001;Tang,Dai,&DeMeuse,2013)。同時，有些行為要等 Clearly,thereislittletoleranceforderailmentbehaviorsinbusinessleadership.Organizationsareinfamousfortolerating"quirky"buthigh-producingsalesrepresentativesor"eccentric"butbrilliantindividualsinprofessional/technicalroles.Butthoserolesdependalmostentirelyonindividualperformance.Successasaleaderstemsfromtheenergyandcommitmentofthepeoplebeingled.Derailersunderminetrustinandwillingnesstofollowaleaderandare,therefore,considerablymoredamaging.Forthesereasons,itisimperativethatbothorganizationsandhigh-potentialleadersbeawareofandmanagetherisksassociatedwithderailers. Ratedlikelihoodofderailmentasratedbyothersincreaseswithlevel:(1)thestrengthsthatpropelleaderstothetopoftenhavecorollaryweaknesses;and(2)increaseddemandsandhigherexpectationsyieldmorefocusedscrutiny.Infact,someestimatethat30%to50%ofhigh-potentialmanagersandexecutivesderail(Lombardo&Eichinger,1989).Thepotentialforderailmentisratedsignificantlyhigherforuppermanagementthanlowerandmiddlemanagement(Tang&Dai,2013).(SeeTable2.)據(jù)他人評估，脫軌的可能性隨著層級而增加：（1）推動 管理者會脫軌(Lombardo&Eichinger,1989)。據(jù)評估，上級管理者的脫軌可能性明顯高于基層和中層管理者(Tang&Dai,2013)。Table2.Derailmentriskratingsacrossmanagement2.DerailmentFirstlevelN=中層N=N=N= UnabletoadaptSectionIII–TheKornFerryAssessmentofLeadership第三部分：KornFerry潛TheKornFerryAssessmentofLeadershipPotential(KFALP)helpsorganizationsassessandidentifytalentwhohavethecharacteristicsneededtodevelopthecompetenciesandgaintheexperiencetosucceedinleadershiproles.KornFerry潛力（KFALP）幫助組織進評并找出相應(yīng)的人才——具備發(fā)展能力和獲得經(jīng)驗所需的特征以在角色中取得成功。Itgivesacompleteviewofa 'sleadershippotential,nomatterwheretheyareintheItaccurayidentifieshighpotentialswithsevenkeysignpostsofleadershippotentialprovenbyresearch.KornFerry 潛力利用經(jīng)研究證明的 潛力7大關(guān)鍵標志來準確確定 Ithelpsorganizationsinvestintherighttalentandtargettherightareasfordevelopment.KornFerry TheKFALPwasbuiltbyleveragingexpertisefromthecombineddecadesofknowledgeandthehundredsofthousandsofleadershipassessmentsKornFerryhasamassed.Theframeworkwasdevelopedbasedonrigorousysisusingacombinationoftative,qualitative,andmarket-baseddata,sourcingfrombothKornFerry'sownextensivedatastoresandexternalliturereview:來源于KornFerry自己大量的數(shù)據(jù)以及外部的文獻：ResearchysesbasedonavarietyofKornFerryinlectualproperty,suchasLeadershipExperienceInventory(LEI)andKornFerryAssessmentTraitScaleBank,TalentView?ofLeadershipTransitions,andviaEDGE?.BankofLeadershipTransitions）及viaEDGE?。Extensivereviewofthescientificlitureonhighpotentialidentificationandleadership ExpertCustomerAsameasureofpotential,thesevensignpostcharacteristicsmeasuredwithintheKornFerryFourDimensionsofLeadershipandTalentfocusheavilyonTraitsandDrivers—whothe isand eingeneral,ratherthanwhatthe hasdoneorcandotoday.Thefocusispotentialtodevelopforthefuture,ratherthanreadinessorfitforaspecificjobtoday.作為潛力的測量標準，KornFerry力&47個標志特征把重點主要Figure8.FourDimensionsofLeadershipand圖8.力&人才的4個維WhatyoudoWhoyouareModeloftheKornFerryAssessmentofLeadershipPotentialKornFerry TheKFALPmeasuresseveralsub-dimensionsofeachsignpost.Allarerelatedtoadvancementintheleadershippipeline. Table3.ModeloftheKornFerryAssessmentofLeadership表3.Korn TheDriverssignpostincludesthreesub-動力包括3個子維度 Advancementdrive:drivetoadvancethroughcollaboration,ambition,Careernning:hownarrowlyorbroadlyfocusedaretheparticipant'scareergoalsandhowspecificishis/hercareern.Rolepreferences:fessionalmasteryandexpertise.TheExperiencesignpostincludesthreesub-3Coreexperience:whataleaderhaslearnedinthecourseofhis/herday-to-dayleadership :thediversityofaleader'sexperienceacrossorganizations,industries,functionalareas,andcountries. Keychallenges:aleader'sexperiencewithanumberofseminaldevelopmental 2Self-awareness:t