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Senior Leaders Are Extreme Cases, Not Special Cases

Published online by Cambridge University Press:  27 December 2018

Michael A. Gillespie  and
L. David Marquet
Michael A. Gillespie*
Affiliation:
Department of Psychology, University of South Florida
L. David Marquet
Affiliation:
Turn the Ship Around
*
Correspondence concerning this article should be addressed to Michael A. Gillespie, Department of Psychology, University of South Florida, 8350 N. Tamiami Trail B322, Sarasota, FL 34243. E-mail: magillespie@sar.usf.edu
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Extract

Recent discussions have focused on the special circumstances surrounding assessment and development for senior leadership (Reynolds, McCauley, Tsacoumis, and the Jeanneret Symposium Participants, 2018). The fundamental assertion is that different challenges are inherent in working with senior leadership, as compared to lower levels of leadership. We suggest that, although the focal article presents a useful synthesis of research and practice, many of the points made are applicable to leaders at all levels. In other words, by looking at senior leaders, we gain an increased appreciation for issues that are in fact relevant to all leaders.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 11 , Issue 4 , December 2018 , pp. 682 - 685
Copyright
Copyright © Society for Industrial and Organizational Psychology 2018 

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