{"title":"强度测试:揭穿不平衡的开发方法","authors":"Robert B. Kaiser, Randall P. White","doi":"10.1002/lia.1261","DOIUrl":null,"url":null,"abstract":"An approach to development that concentrates on identifying and maximizing leaders' strengths, to the exclusion of addressing their weaknesses, has gained enormous popularity in recent years. But amid the hype, are there hidden dangers? Could a more balanced strategy for developing leaders be more likely to raise their effectiveness and enhance organizational performance?","PeriodicalId":100873,"journal":{"name":"Leadership in Action","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"2008-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/lia.1261","citationCount":"11","resultStr":"{\"title\":\"Strength test: Debunking an unbalanced approach to development\",\"authors\":\"Robert B. Kaiser, Randall P. White\",\"doi\":\"10.1002/lia.1261\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"An approach to development that concentrates on identifying and maximizing leaders' strengths, to the exclusion of addressing their weaknesses, has gained enormous popularity in recent years. But amid the hype, are there hidden dangers? Could a more balanced strategy for developing leaders be more likely to raise their effectiveness and enhance organizational performance?\",\"PeriodicalId\":100873,\"journal\":{\"name\":\"Leadership in Action\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2008-12-15\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1002/lia.1261\",\"citationCount\":\"11\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Leadership in Action\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/lia.1261\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Leadership in Action","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/lia.1261","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Strength test: Debunking an unbalanced approach to development
An approach to development that concentrates on identifying and maximizing leaders' strengths, to the exclusion of addressing their weaknesses, has gained enormous popularity in recent years. But amid the hype, are there hidden dangers? Could a more balanced strategy for developing leaders be more likely to raise their effectiveness and enhance organizational performance?
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