Bibliography
THIS BIBLIOGRAPHY IS ORGANIZED INTO FOUR SECTIONS: Studies of Key Learning Events, Development of the Job Component Model, Using Job Assignments in Management Development, and Learning Resources for Managers.
Studies of Key Learning Events
Research on managerial learning, growth, and change at the Center for Creative Leadership that were the stimulus for developing the Job Challenge Profile.
McCall, M.W., Lombardo, M.M., & Morrison, A.M. (1988). The lessons of experience: How successful executives develop on the job. Lexington, MA: Lexington Books.
McCauley, C.D., DeRue, D.S., Yost, P.R., & Taylor, S. (2014). Experience-driven leader development: Models, tools, best practices, and advice for on-the-job development. San Francisco, CA: Wiley.
Morrison, A.M., White, R.P., & Van Velsor, E. (1992). Breaking the glass ceiling: Can women reach the top of America’s largest corporations? (rev. ed.). Reading, MA: Addison-Wesley.
Van Velsor, E., & Hughes, M.W. (1990). Gender differences in the development of managers: How women managers learn from experience. Greensboro, NC: Center for Creative Leadership.
Development of the Job Component Model
Articles describing the development of and research with earlier versions of the JCP.
McCauley, C.D., Ohlott, P.J., & Ruderman, M.N. (1989). On-the-job development: A conceptual model and preliminary investigation. Journal of Manager Issues, 1(2), 142–158.
McCauley, C.D., Ruderman, M.N., Ohlott, P.J., & Morrow, J.E. (1994). Assessing the developmental components of managerial jobs. Journal of Applied Psychology, 79(4), 544–560.
Ohlott, P.J., Ruderman, M.N., & McCauley, C.D. (1994). Gender differences in managers’ developmental job experience. Academy of Management Journal, 37(1), 46–67.
Ruderman, M.N., Ohlott, P.L., & McCauley, C.D. (1990). Assessing opportunities for leadership development. In K.E. Clark & M.B. Clark (Eds.), Measures of leadership. West Orange, NJ: Leadership Library of America.
Using Job Assignments in Management Development
Publications that describe how to better use job assignments as management development tools. Written for the human resource practitioner.
Bonoma, T.V., & Lawler, J.C. (1989). Chutes and ladders: Growing the general manager. Sloan Management Review, 30(3), 27–37.
Dalton, M.A., & Hollenbeck, G.P. (1996). How to design an effective system for developing managers and executives. Greensboro, NC: Center for Creative Leadership.
Dechant, K. (1994). Making the most of job assignments: An exercise in planning for learning. Journal of Management Education, 18(2), 198–211.
Hall, D.T. (1995). Executive careers and learning: Aligning selection, strategy, and development. Human Resource Planning, 18(2), 14–23.
McCauley, C.D., & Brutus, S. (1998). Management development through job experiences: An annotated bibliography. Greensboro, NC: Center for Creative Leadership.
McCauley, C.D., Eastman, L.J., & Ohlott, P.J. (1995). Linking management selection and development through stretch assignments. Human Resource Management, 34(1), 93–115.
Northcraft, G.B., Griffith, T.L., & Shalley, C.E. (1992). Building top management muscle in a slow growth environment. Academy of Management Executive, 6(1), 32–40.
Ohlott, P.J. (1998). Job assignments. In C.D. McCauley, R.S. Moxley, & E. Van Velsor (Eds.), The Center for Creative Leadership handbook of leadership development. San Francisco, CA: Jossey-Bass.
Robinson, G.S., & Wick, C.W. (1992). Executive development that makes a business difference. Human Resource Planning, 15(1), 63–76.
White, R.P. (1992). Using assignments to leverage development. In D.H. Montross & C.J. Shinkman (Eds.), Career development: Theory and practice. Springfield, IL: Charles C. Thomas.
Learning Resources for Managers
Publications for managers who want to focus on using job experiences as part of their ongoing self-development.
Browning, H., & Van Velsor, E. (2011). Three keys to development: Defining and meeting your leadership challenges. Greensboro, NC: Center for Creative Leadership.
Dalton, M.A. (1998). Becoming a more versatile learner. Greensboro, NC: Center for Creative Leadership.
Dalton, M.A. (1999). The learning tactics inventory. San Francisco, CA: Jossey-Bass/Pfeiffer.
Gabarro, J.J. (1987). The dynamics of taking charge. Boston, MA: Harvard Business School Press.
Lobell, J., Sikka, M., & Menon, P. (2014). Meeting the job challenges of nonprofit leaders: A fieldbook on strategies and action. Greensboro, NC: Center for Creative Leadership.
Lombardo, M.M., & Eichinger, R.W. (2009). For your improvement™: A development and coaching guide (5th ed.). Minneapolis, MN: Lominger International.
Manoogian, S., & Kirkland, K. (1998). Ongoing feedback: How to get it, how to use it. Greensboro, NC: Center for Creative Leadership.
McCauley, C.D., & Martineau, J.W. (1998). Reaching your development goals. Greensboro, NC: Center for Creative Leadership.
Mumford, A. (1980). Making experience pay. Berkshire, England, United Kingdom: McGraw-Hill.
Petersen, D.B., & Hicks, M.D. (1995). Development first: Strategies for self-development. Minneapolis, MN: Personnel Decisions.
Scisco, P., McCauley, C.D., Leslie, J.B., & Elsey, R. (2014). Change now! Five steps to better leadership. Greensboro, NC: Center for Creative Leadership.
Vaill, P.B. (1996). Learning as a way of being. San Francisco, CA: Jossey-Bass.
Yip, J. (2011). Return on experience: Learning leadership at work. Greensboro, NC: Center for Creative Leadership.
Wick, C.W., & Leon, L.S. (1993). The learning edge: How smart managers and smart companies stay ahead. New York, NY: McGraw-Hill.