Grooming and picking leaders using competency frameworks:: Do they work?: An alternative approach and new guidelines for practice

被引：74
作者：
Briscoe, JP [1 ]
Hall, DT
机构：
[1] No Illinois Univ, Coll Business, De Kalb, IL 60115 USA
[2] Boston Univ, Sch Management, Boston, MA 02215 USA
来源：
ORGANIZATIONAL DYNAMICS | 1999年 / 28卷 / 02期
关键词：
D O I：
10.1016/S0090-2616(00)80015-7
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
Generally three approaches are used to create competency models. Given future business needs, particularly in industries experiencing turbulent change, still another approach is needed, one that is learning-based Guidelines for those companies developing executive competencies are given.
引用
收藏
页码：37 / 52
页数：16
相关论文
共 16 条
[1]  
Arthur M. B., 1996, BOUNDARYLESS CAREER
[2]  
Bennis W., 1985, Leaders: Strategies for taking charge, V3rd
[3]  
*BOST U EX DEV ROU, 1996, COMP BAS APPR SEL DE
[4]  
BOYATZIS R.E., 1982, The competent manager: A model for effective performance
[5]  
Hall D.T., 1996, CAREER IS DEAD LONG
[6]   The new Protean career contract: Helping organizations and employees adapt [J].
Hall, DT ;
Moss, JE .
ORGANIZATIONAL DYNAMICS, 1998, 26 (03) :22-37
[7]   DILEMMAS IN LINKING SUCCESSION PLANNING TO INDIVIDUAL EXECUTIVE LEARNING [J].
HALL, DT .
HUMAN RESOURCE MANAGEMENT, 1986, 25 (02) :235-265
[8]  
HALL DT, 1996, HUMAN RESOURCE PLANN, P14
[9]  
MCCALL MW, 1997, HIGH FLYERS DEV NEXT
[10]  
PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79
12