Content
1 What contributes to overall managerial performance?
2 What type of evidence will be considered?
3 Mental abilities and personality traits
7 Extraversion and agreeableness in combination
9 Agreeableness and conscientiousness in combination
10 Neuroticism (aka emotional variability) or stability?
11 Extraversion and emotional variability in combination
14 Harnessing personality and IQ test scores to guide selection
15 Recognising potentially dysfunctional personalities
17 Is personality stable or ‘plastic’?
18 Moving on to personal competencies
19 Competency clusters and overall managerial performance
20 Drawing the threads together
21 Performance in key result areas
PART II
Behaviours and styles: lessons from the systematic study of managers talking to each other
24 Developing managerial talent
25 Coaching around competencies
26 Coaching for interpersonal competencies: briefing
27 Coaching for interpersonal competencies: reviewing
28 Developing line manager coaching skills
29 Using the contrasting ask/tell styles to develop interpersonal competency
31 High intensity training in influencing and persuasion
PART IV
Improving managerial talent: reflections and summary
33 Is management right for you?
34 How to recognise potential, select and help develop effective managers