A Method for Capturing Context in the Assessment of Leaders: The "Too Little/Too Much" Rating Scale. Issue 4 (December 2018)

• Record Type: Journal Article
• Authors: Vergauwe, Jasmine; Kaiser, Robert B.; Wille, Bart; De Fruyt, Filip; Hofmans, Joeri
• Is Part Of: Industrial and organizational psychology. Volume 11:Issue 4(2018:Dec.)
• Page Start: 657
• Page End: 662
• Publication Date: 2018-12
• Subjects: Psychology, Industrial -- Periodicals; Organizational behavior -- Periodicals; 158.705
• DOI: 10.1017/iop.2018.127
• Languages: English
• ISSNs: 1754-9426

Abstract

Abstract : In their focal article, Reynolds, McCauley, Tsacoumis, and the Jeanneret Symposium Participants (2018 ) stress the importance of context in leadership assessment. For instance, they argue that senior executives work in a different context compared to lower-level managers and that this should be taken into account. A simple example is that the competency of strategic thinking is critical for executive performance but much less so, if at all, for front-line supervisors. The claim that context matters in leadership and in the assessment of leaders is easy to grasp but difficult to apply in practice.