评估高级管理人员的标准

Jan Laser
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引用次数: 2

摘要

本文确定和分析了高层管理人员在评估系统中使用的标准,以促进双右手领导,提高组织识别能够双右手领导的人的能力或确定现有高层管理人员的发展潜力。设计/方法/方法采用理论-概念、三角法的方法,本文的调查研究了高层管理人员灵活领导的要求。在随后的审查和频率分析中,检查了高级管理人员应该具备的具体属性/行为。对这些评价标准应用的分析是理论性的。在这篇论文中列出的标准(例如野心,勇气,远见)可以用来在招聘或评估绩效时培养灵活的领导。这些和/或组织中已经存在的标准应归入下列两类之一(1)。一维标准:没有必要区分勘探/开采;2. 多维标准:区分勘探和开发,开放和封闭的领导,一级和二级的变化是必要的)来区分标准,从而阐明它们在勘探和开发领域的应用。因此,对申请人和/或工作人员进行相应的评估是可能的。原创性/价值这一理论分析有助于高层管理人员的招聘,绩效管理,职业生涯和继任规划的文献,重点是双管齐下的领导和组织发展,通过阐明一个不同的概念的评估标准,以便合适的人可以被任命为高层管理职位或分配到必要的人员发展计划。因此,高层管理人员可能被定位为在组织中维护,改进或安装双灵巧的领导和实践。
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Criteria to appraise top executives for ambidextrous leadership
PurposeThis paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives.Design/methodology/approachUsing a theoretical-conceptual, triangulated approach, the investigation in this paper examines the requirements for top executives to lead ambidextrously. In a subsequent review and frequency analysis, the specific attributes/behaviours a top executive should possess are examined. Analysis of the application of these appraisal criteria is theoretical.FindingsThe criteria listed in this paper (e.g. ambition, courage, vision) can be used to foster ambidextrous leadership when hiring or evaluating performance. These and/or the criteria already existing in an organization should be classified in one of the two categories presented (1. one-dimensional criteria: differentiation between exploration/exploitation is not necessary; 2. multidimensional criteria: differentiation between exploration and exploitation, opening and closing leadership, and first- and second-order changes is necessary) to differentiate the criteria and thereby illuminate their application in the areas of exploration and exploitation. Thus, a corresponding assessment of applicants and/or job holders for ambidextrous leadership is possible.Originality/valueThis theoretical analysis contributes to the literature on top executives' recruitment, performance management, career and succession planning, focusing on ambidextrous leadership and organizational development by elucidating a differentiated concept for appraisal criteria so that the right person can be appointed to the top executive position or assigned to the necessary personnel development programme. Thus identified, a top executive may be positioned to maintain, improve or install ambidextrous leadership and practice in an organization.
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CiteScore
5.20
自引率
9.10%
发文量
31
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