Part I
Recognising and selecting managerial talent

Drawing on a range of published empirical research

The first part of this book introduces a model which reflects the efforts of the author and others to remedy the almost total absence of published, evidence-based solutions for predicting managerial success which existed prior to the 1980s. It offers robust data and a validated algorithm for the personality-based prediction of performance applicable across a range of managerial roles and explores the extent to which personality data can, or cannot, add value to well-informed and relatively unbiased ratings of personal competencies.

Consideration is also given to combinations of personality factors known to contribute to managerial career derailment and the extent to which the adult personality is amenable to change. It suggests complementary but different roles for qualified test users, HR specialists and more senior line supervisors in selecting more effective managers.