1、 traits, and Derailment risks were chosen from among the scales of the Korn Ferry Trait Scale Bank (KFTSB). This trait bank was developed as a new measure of the Five-Factor Personality Model. There are twenty-one total scales. The foundation of the KFTSB is the well-established personality science
2、of the Big Five. The Big Five framework is an extension of the lexical tradition, which assumes the important descriptors differentiating persons will be represented in natural language. This framework is a hierarchical, descriptive conceptualization of personality as opposed to a psycho-dynamic con
3、ceptualization. Modern Big Five research is exploring linkages to neural substrates and self-regulatory processes in the brain (DeYoung, 2010; DeYoung, Hirsh, Shane, Papademetris, Rajeevan, the error variance was estimated by averaging the squared Standard Error of Measurement across the trait range
4、. With an estimate of the IRT score and error variance in hand, the reliability is estimated as the ratio of true score variance (IRT score variance minus error variance) to total score variance (IRT score variance). Typically, in CTT terms, a value of .70 or higher is considered good in personality
5、 testing (Nunnally negative values indicate higher scores for men (note that for Derailment risks, lower scores are desired). None meets the threshold for a “medium” effect size, and only five exceed the threshold for a “small” effect size. Table 7. Gender differences. (Male N = 1,222 to 14,929) Gen
6、der F/M First level leader (N = 231 to 3,056) F/M Mid-level leader (N = 242 to 1,725) F/M Business unit leader (N = 250 to 1,242) F/M Senior executive (N = 60 to 637) Drivers Advancement drive Role preferences -.09 .00 .22 -.02 .05 -.05 .06 -.08 Awareness Self-awareness Situational self-awareness .0
7、5 .10 -.02 .03 -.02 -.02 .25 .02 Learning agility Mental agility People agility Change agility Results agility -.13 .40 -.11 -.08 .02 .15 -.05 .10 -.05 -.06 -.07 .14 .07 .06 -.14 -.05 Leadership traits Focus Persistence Tolerance of ambiguity Assertiveness Optimism .29 -.01 -.15 -.06 -.09 -.11 .08 -
8、.17 .04 -.13 -.26 .01 -.15 .08 -.12 -.15 -.05 -.20 -.13 -.11 Derailment risks Volatile Micromanaging Closed .06 -.06 -.09 .13 .09 -.09 .13 .05 -.16 .07 .05 -.09 Capacity Ravens APM Version 2-.10-.08-.16-.22 Note. Positive effect size = women score higher; negative effect size = men score higher. Kor
9、n Ferry Assessment of Leadership Potential Research guide and technical manual Korn Ferry 2015. All rights reserved. 23 Ethnicity analysis Due to the current limited sample sizes, target levels are collapsed for impact analysis for ethnicity. Positive values indicate historically disadvantaged group
10、s score higher than the majority group (note that for Derailment risks, lower scores are desired). Ten are in the “small” effect size range, and only one passes the threshold for “medium.” Table 8. Ethnicity differences. (White组织与实施 1、组织保障 成立标准化考点建设领导小组（教育厅、财政厅、考试院领导共同组成） 成立标准化考点建设工作小组（省考试院、地方考试机构、地
11、方教育行政部 门和考点负责人共同组成） 成立专家顾问组，指导工作组制订标准化考点建设方案，提供技术支持和咨 询服务（充分利用高校专家资源和信息技术咨询服务机构） 2、制度保障 制订标准化考点建设招投标管理办法 制订标准化考点建设资金使用管理办法 制订标准化考点建设验收管理办法 制订标准化考点运行维护管理办法 24 六、项目的组织与实施 3、实施计划 根据标准化考点建设的总体时间要求，分轻重缓急，制订详细、可 行的实施计划 优先安排实施网上巡查系统和视频指挥系统建设 实施计划应分年度、分地区 ，明确完成建设内容和考点的数量 4、设立专项援助资金 由于各地区经济发展不均衡，设立专项援助资金，对贫困
12、地区、革 命老区等进行资金援助 建立激励机制，奖励标准化考点建设起步早、建设质量好的地区和 考点 25 七、项目经费概算 1、项目经费概算的原则：科学、合理、详尽、真实 2、坚持多考统筹，根据不同考试项目需要，详细统计标准化考点和考 场的数量，要有统计表，数据要真实、可靠 3、结合当地实际情况和建设方案，按照建设一个标准化考点，所需的 硬件、软件、系统集成、运行维护和培训，详细测算一个标准化考 点建设经费 4、按照测验的标准，计算本省标准化考点总体投入预算，并编制分系 统和分地区标准化考点投入预算表 5、明确资金来源。标准化考点建设投入资金较大，以地方财政为主， 国家级、省级、地市多方筹措，明
13、确国家级、省级、地市级资金投 入比例 6、根据标准化考点实施计划，按年度分项目计算经费投入情况 26 END！ 27 GLOBAL LEADERSHIP FORECAST 2008|2009 Overcoming the Shortfalls in Developing Leaders Ann Howard, Ph.D. Richard S. Wellins, Ph.D. GLOBAL LEADERSHIP FORECAST 2008|2009 Overcoming the Shortfalls in Developing Leaders Ann Howard, Ph.D. Richard S
14、. Wellins, Ph.D. Welcome from the Authors This is not the report we wanted to bring you in our fifth edition of the Global Leadership Forecast. The 2005|2006 Forecast brought high hopes that organizations would finally get leadership development right. We expected to report improvement in this lates
15、t survey; instead, we mostly found intensified dissatisfaction. What s happened to leadership development? Has our complex, globally integrated world made effective leadership too difficult for mere humans? Are our standards of excellence rising faster than our ability to meet them? Or is there some
16、thing organizations aren t doing quite right, something that they could correct? After poring over the wealth of information we collected from more than 13,700 leaders and HR professionals around the world, we are convinced that organizations can and must do a much better job of developing their lea
17、ders. Global Leadership Forecast 2008|2009 explores issues that help to point the way. It examines the intimate ties between development initiatives and their execution, including the resulting tension between HR professionals and management. This report also investigates organizationsapproaches to
18、filling their Leadership PipelinesSM, developing high- potentials, and preparing leaders for multinational assignments. Most organizations now have a sense of urgency about developing their leadership talent, but their attempts to do so are falling seriously short. In this report we describe these s
19、hortfalls with key survey findings. We also offer solutionsways to get leadership development rightdrawing on this and other research and leading- edge management thought. We hope that our findings and recommendations will resonate with you. Most of all, we hope that they will inspire you to reverse
20、 the negative spiral of leadership development and initiate a lasting, upward trend toward leadership excellence. Ann Howard, Ph.D.Richard S. Wellins, Ph.D. Chief ScientistSenior Vice President ABOUT DDI In today s grow- or- die marketplace, having the right talent strategy is crucial for an organiz
21、ation s success. Development Dimensions International will help you systematically and creatively close the gap between the talent you have and the talent you need to drive future business strategies. We excel in: Competency models that are linked directly to your business. Screening and assessment,
22、 enabling you to hire the right people with a full range of validated tests and assessments. Behavior-based interviewing, helping hiring managers and recruiters make accurate hiring decisions. Performance management to foster individual accountability and superior execution of your strategic priorit
23、ies. Succession management expertise and assessment systems to help you make critical placement and promotion decisions. Accelerated development to give you people who are more productive faster by offering the widest range of topics for workforce to senior leadership levels. DDI is all about giving
24、 you the kind of business impact you want over the long termwhat we call “ realization.” The work we do together is tied to your organization s strategies and becomes part of your business and your culture. If your business is multinational, DDI has precisely the kind of global resources needed to i
25、mplement your talent initiatives effectively and consistently worldwide. DDI TREND RESEARCH Global Leadership Forecast 2008|2009 is part of the continuing series of trend research by DDI s Center for Applied Behavioral Research (CABER). In alternate years our research has focused on recruiting and s
26、electing talent as reported in the Selection Forecast. CABER also investigates special topics around optimizing human talent in the workplace. Executive summaries of research reports are available at . To order full reports, call DDI Client Service at 1- 800- 944- 7782 (U.S.) or 1- 724- 746- 3900 (o
27、utside the U.S.). CONTACT INFORMATION Ann Howard, Ph.D. Chief Scientist Development Dimensions International 1225 Washington Pike Bridgeville, PA 15017 Phone: 412- 257- 3643 Fax: 412- 257- 3093 E- mail: ann.howard Richard S. Wellins, Ph.D. Senior Vice President Development Dimensions International 1
28、225 Washington Pike Bridgeville, PA 15017 Phone: 412- 257- 3805 Fax: 412- 220- 2785 E- mail: rich.wellins 2Global Leadership Forecast 2008|2009 Development Dimensions International, Inc., MMVIII. Pittsburgh, Pennsylvania. All rights reserved under U.S., International, and Universal Copyright Convent
29、ions. Reproduction in whole or part without prior written permission from DDI is prohibited. CONTENTS 4Introduction 4About the Study 7Leadership Today 12 Mind the Gap: Shortfalls in Developing Leaders 12 Leaders Don t Get the Right Development 17 Development Programs Are Poorly Executed 22 Successio
30、n Management Is Incomplete 27 Multinational Leaders Are Neglected 31 HR and Executives Are from Different Planets 34 Close the Gap: Pathways to Leadership Excellence 34 Begin with the End in Mind 35 Turn Your Pipe Dream into a Robust Pipeline 38 Focus Less on What, More on How 41 Create Opportunities for Practice 42 Measure What You Move 45 The Payoff of Effective Leadership Development 47 Appendix 47 Demographics 50 Participatin
