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Tuesday, June 4, 2019

Leadership selection

Leadership selection is often a result of a multitude of interviews, various tests of skills and aptitudes, and psychological profiles. Unfortunately, according to Board, this is “holding back organizations” which is then creeping into the climate and culture of the business. Leadership selection needs to be more than a checklist with scores.
Leadership represents more than the behaviors of those in positions of influence.  “It is a dynamic, co-creational process between leaders, followers, and environments, the product of which contributes to group and organizational outcomes” (Thoroughgood, Sawyer, Padilla, & Lunsford).  
Leadership selection should include a formal introduction to the values, vision, and mission of the business. New leadership hires should be willing and able to embrace them and be forward-thinking about their personal skill sets that will agree and enhance the vision, mission, and values of the company.
Most lesser-qualified bosses do not perceive their respective leadership skills on the same level as the employees. “Study after study identifies huge disparities between what people in positions of authority think of their ability to lead and what the people they’re supposed to be leading think of their leadership” (Thoroughgood, et al, 2018).
Poor or ineffective bosses are usually out of their comfort zone of authority. Some bosses, because of their state of tension or uncertainty about their power, come through in a negative or demeaning way. While most employees seek their boss for guidance and direction, a negative boss will use an attitude that creates emotional distance between themselves and the employees.

Board, D. (2012). Choosing Leaders and Choosing to Lead : Science, Politics and Intuition in Executive Selection. Farnham: Routledge. Retrieved from
Pasch, K. (2017). On Course : Become a Great Leader and Soar. New York: Morgan James Publishing. Retrieved from
Thoroughgood, C. N., Sawyer, K. B., Padilla, A., & Lunsford, L. (2018). Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition. Journal of Business Ethics151(3), 627–649.

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