参考文献3kfalp technical manual korn ferry潜力研究与技术指南

SectionI–IntroductiontotheKornFerryAssessmentofLeadershipPotentialResearchGuideand SectionII–Introductiontohighpotential Sevensignpostspointingtohigh-potential 高 者的7个标 第三部分：Korn ModeloftheKornFerryAssessmentofLeadership Korn IntendedusesoftheKornFerryAssessmentofLeadership Korn UniquefeaturesoftheKornFerryAssessmentofLeadership Korn Measuresandgeneral Predictionofworkengagementof AppendixA.Frequentlyasked A.AppendixB.Norm B. SectionI–IntroductiontotheKornFerryAssessmentofLeadershipPotentialResearchGuideandTechnical第一部分：《KornFerry潜力研究与技术指南》TheKornFerryAssessmentofLeadershipPotential(KFALP)isacomprehensiveassessmentformeasuringleadershippotential.Theassessmentmeasuresanindividual'sDrivers,Experience,Awareness,Learningagility,Leadershiptraits,Capacity,andDerailmentrisks.Normsareappliedtoprovideinformationrelativetoleaderswhohaveadvanced.KornFerry 潜力（KFALP）是对 Leadershippotentialisaboutwhatcouldbeatsomepointinthefuture,notwhatiscurrently.Byfocusingonmeasuresrelatedtowhatcouldbe,thetoolhasbeencarefullyconceivedandempiricallydesignedtoprovidecriticaldataaboutpeople—dataproventodifferentiatethosewhohavesuccessfullyadvancedfromthosewhohavenotadvanced.TheKFALPisdesignedtoprovidedataimportantforindividualsandorganizationstoconsiderastheythinkaboutleadershippotential.ItisnotdesignedforselectionofindividualsintoparticularKFALP的目的是为 ThismanualisdesignedasatechnicalreferencetohelpdeepenyourunderstandingoftheresearchbehindtheKFALP.本书的目的是作为技术参考，帮你加深对KFALPYoucanrefertothismanualforavarietyofBuildyourknowledgeregardingtheresearchstudiesonhighpotentialHaveabetterunderstandingoftheresearchonthesevensignpostspointingtohigh-potential 者的7个标志的研究BuildyourknowledgeregardingtheresearchfoundationoftheReviewsomekeyfindingsfromthe ysesandsub-groupFindanswerstosomefrequentlyaskedSectionII–IntroductiontohighpotentialThe21stcenturybringsauniqueandunprecedentedsetofchallengesandpotentialopportunitiesfororganizations.Thepaceofmarketchange,speedofinnovation,globaldynamics,andchangingdemographicsgeneratemanyopportunitiestobothcreateandextractvalue,butitisoftenmoredifficulttolocatethoseopportunitiesandactuponthem.Thus,howdocompaniescompeteinthisincreasinglycomplexandvolatileenvironment?Oneofthecentraldifferentiatorsforcompaniesisastronghumancapitalfoundation:therightleadersintherightces.21世纪为组织带来一系列不寻常、前所未有的的同时，也带来了一些潜在机会。市场Tosucceedindrivingbusinessstrategy,itisimperativeforcompaniestohaveafuture-focusedtalentstrategy.Organizationsneedtodevelopandsustainapipelineoftherightleaders,withtherightabilities,intherightroles,andattherighttimestoensureasustainablecompetitiveadvantage.Theideaofidentifyingandmanaginghigh-potentialtalenthas eincreasinglyessentialfor Mostorganizationshaverecognizedtheneedforandhaveimplementedaformalprocesstoidentifyandassesshigh-potentialtalent(Church&Rotolo,2013;Silzer&Church,2009).Theconstructofleadershippotential,asusedbymanyorganizations,referstothepossibilitythatindividualshavethequalities(e.g.,motivation,skills,abilities,experiences,andcharacteristics)toeffectivelyperformandadvanceintheircareers.Itimpliesfurthergrowthanddevelopmenttoreachsomedesiredendstate.种正式流程了(Church&Rotolo,2013;Silzer&Church,2009)。许多组织所使用的 However,manycompaniesappeartodoapoorjobatidentifyingwhichemployeestrulyarehighpotentials,orevendefininghighpotential.Accordingtoseveralstudies,onlyaboutone-halfofcompaniesreporthavingahighpotentialidentificationprogram(Howard,2009;Slan-Jerusalim&Hausdorf,2007;Wells,2003).Andthosecompanieswhichdohaveprogramsfrequentlyselectindividualsbasedonfactorsnotnecessarilyrelatedtopotential,suchas alexperiencewith ,performancereviewratings,andpastperformanceresults(Slan-Jerusalim&Hausdorf,2007;Pepermans,Vloeberghs,&Perkisas,2003).Inaddition,MartinandSidt(2010)indicatedthatbasedontheirresearchonleadershiptransitions,nearly40%ofinternaljobmovesmadebypeopleidentifiedbytheircompaniesas"highpotentials"endinfailure.Hausdorf,2007;Wells,2003)。而这些有高潜鉴定项目的公司常常根据与潜力无关的因素（如跟此人的相处经验、绩效评估以及过去的业绩结果来挑选高潜人才。此外，Martin和Sidt(2010)，根据他们在 人，将近40%取得内部工作调动的人以失败告终。Onemajorcauseoffailureisfailingtodifferentiatebetweenperformanceandpotential.Potentialisaboutfuturepossibilities,whichisdifferentfromcurrentperformance.Currentperformanceisdirectlyvisible,butfuturepotentialisapredictionaboutthefuture.Notallhighperformersarehighpotentials.Researchsuggeststhatonlyabout30%ofhighperformersshouldbeclassifiedashighpotentials(CorporateLeadershipCouncil,2005).高潜力者。研究表明，大约只有30%的高绩效者可以被列为高潜力者(CorporateLeadershipCouncil,2005)。Severalresearchershaveworkedtoidentifyindividualattributesthatarerelatedtolong-termpotential(CorporateLeadershipCouncil,2005;Lombardo&Eichinger,2000;McCall,Lombardo,&Morrison,1988;Peterson&Erdahl,2007;Silzer&Church,2009).SilzerandChurch(2009)developedacomprehensiverecapofindicatorsofhighpotentialsbasedonanextensiveliturereviewofnineexternalhighpotentialmodelsfromconsultingfirmsandtwocorporatesurveys.Theyidentifiedsevencharacteristicsthatarecommonlyviewedasindicatorsofhigh-potential 属性（CorporateLeadershipCouncil,2005;Lombardo&Eichinger,2000;McCall,Lombardo,&Morrison,1988;Peterson&Erdahl,2009下7个特征——这7个特征被公认为高潜员工的评定指标：Cognitiveskillsincludeconceptualorstrategicthinking,breadthofthinking,cognitiveability,anddealingwithambiguity. Learningabilityincludesadaptability,learningorientation,learningagility,andopennesstoLeadershipskillsincludedeveloothers,leadingandmanagingothers,andinfluencingand Motivationvariablesincludeenergy,engagement,driveforadvancement,careerinterests,careeraspirations,resultsorientation,andrisk PerformancerecordincludesleadershipexperiencesandperformancetrackKnowledgeandvaluesincludeculturalfitandtechnical/functionalskillsandOnekeychallengeofhighpotentialandsuccessionmanagementisthatthefactorsthatenablesuccessatoneorganizationallevelaredifferentfromwhatisrequiredatthenextlevel.Successionsystemsmustfollowathoroughroadmapforleadershipdevelopmentandknowwhatexperiencesarenecessaryfordevelothecriticalleadershipskillsforeachlevelofmanagement.TheCharan,Drotter,andNoel(2011)six-passagemodelisoftenusedtodescribetheleadershiprequirementsthroughoutthevariousorganizationallevelswithina .This"PipelineModelofLeadershipDevelopment"definesthecrucialskillsforsuccessfulmanagementtransitionsfromtheverybottomofanorganization(managingoneself)totheverytop(managingtheenterprise).Eachofthesixmanagementtransitionsinthismodel,illustratedinFigure1,involvesamajorchangeinjobrequirements,demandingnewskills,timeapplications,andworkvalues.Charan、Drotter和Noel(2011)的6条通道模型常被用来描述公司里不同组织层级的要求。这个“发展补给线模型”对成功完成从组织的底层（管理自己）到组织的顶层（管Figure1.Thechangingrequirementsof图1.不断变化的力要求者

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izeshareholder Whenadvancingtoleadershippositionsofgreaterresponsibility,leadershiprolesincreaseintheirchallenge,breadth,andcomplexity.Asleadersadvance,theymustreallocatetheirfocussothattheycanhelpotherstoperformeffectively.Theymustlearntovaluetheworkofleadershipandbelievethatmakingtimeforothers,nning,coordinating,andcoachingareimperativeintheirnewTheseleadershipattributesdonotsimplyspringintoexistencewhena ispromotedintoleadership;theymanifestandgrowoverthecourseofacareer.Sohowearlycanitbediscernedwhohaswhatittakestoleadatthehighestlevels? BasedondecadesofKornFerryresearchandextensivereviewofacademicandbusinessliture,KornFerryidentifiedessentialsignpoststhatindicatethelikelihoodoffutureleadershipadvancementandsuccess(Sevy,Swisher,&Orr,2014).TheKornFerryAssessmentofLeadershipPotential(KFALP)measuresthesefacets,orsignposts,thatdifferentiatebetweenleaderswhoachievevariouslevelsofleadership(seeFigure2).经过数十年的研究并广泛阅读学术和商业文献之后，KornFerry找出了可以表明未来 2Figure2.Sevensignpostsof2.7Thedriveandmotivationtoserveasaleader. developmentalneeds.AptitudeforlogicandManagedderailment

AtrackrecordofformativeTheabilitytolearnfromKornFerryorganizesthequalitiesthatleadtosuccessintofourdistinctcategories:DriversandTraits—whichdescribe"whoyouare,"andExperiencesandCompetencies—whichdescribe"whatyoudo."Eachdimensionysadistinctroleinperformance,engagement,potential,and careerdevelopment(seeFigure3).和个人职业发展方面都起着显著作用（见图3。Wedefinepotentialasthecapacityandinteresttodevelopthequalitiesrequiredforeffectiveperformanceinsignificantlymorechallengingleadershiproles.Figure3.FourDimensionsofLeadershipand3.力&4forsuccessthatcanbenaturaltendenciesaleanstoward,includingalitytraitsand lectual Valuesandintereststhatinfluencea 'scareerpath,motivationandengagement.Assignmentsorrolesthatpreparea MostcharacteristicsrelatedtopotentialareTraitsandDrivers,withanadditionalcontributionfromthefoundationalExperiencestypicalof satalevelofleadership.Driversarethe"willdo"aspectthatcreatesengagementandenergyforataskorrole.Totheextentthata 'sdriversarealignedwiththerole,theywillbeenergizedbyit.Peoplewithleadershippotentialfindtheroleofaleaderinterestingandtheworkofleadingmotivating,whichiscrucialtobeingeffective.Leadership esprogressivelymoredifficultateverylevel,andthedemandsupontimeandenergyincrease.Iftheworkdoesn'taligntowhatdrivesthem,itisunlikelythatanyleaderwillhavetheenergyandresilienceneededtothriveoreventojustsurvive.AccordingtoSilzerandChurch(2010),90%oforganizationsnowuseanindividual'scareerdriveasonepredictortoidentifyhighpotential. 不可能有成长甚至生存所需的精力和韧性。Silzer和Church(2010)表明，90%的组织现在把 High-potentialleadersvaluethenatureofleadershipwork,theopportunitytomakeadifference,havingapositiveimpactontheircoworkersandorganization,andhavinggreaterresponsibility.Thisisevidentinthegreaterprevalenceofgoalsandaspirationsrelatedtoleadershipateachcareer DatacollectedoverthepastdecadeatKornFerryshowthatthosewhomoveupinleadershiparemarkedbyhavinghighercareeraspirations,morespecificcareergoals,adesiretotakeongeneralmanagementandC-suitepositions,andareengagedbygettingthingsdonethroughothers(seeTable中（见表1。Table1.Signalsofleadershipdriveacrossmanagement Percentchoosinginthetopthree

businessunit

oftheorganization.BeliefinthemissionoftheResponsibilityforthetheresultsoftheunit.Source:Over17,000leaders,CareerHistoryQuestionnaire(Gerstner,Hazucha,&Davies,来源：超过17000 者的“工作经 问卷”(Gerstner,Hazucha,&Davies,2012)Asleadersprogressthroughtheircareers,theygainaseriesofexperiences.Eventhougheveryleader'scareerisunique,eachleadershiplevelisdefinedbythechallengesandexperiencesitpresents.Thesecoreexperiences,-buildingexperiences,andkeychallengesgainedformthefoundationformovingtonew,morechallengingroles. InaseriesofstudiesconductedbytheCenterforCreativeLeadership,executiveswereinterviewedandaskedtodescribekeyeventsintheircareersthatcausedthemostlearning.Thefollowingtwoquestionswereprobed:(1)whatspecificallyhappenedonthejob,and(2)whatdidtheylearnfromtheevent.Researchersinterviewed191executivesfromsixmajorcorporations.Descriptionsofthe616eventsand1,547correspondinglessonsweretabulated.TheysesandresultsaresummarizedinthebookaptlytitledTheLessonsofExperience(McCalletal.,1988).Theseresearchersobservedthatthemostdevelopmentalexperiencesarechallenging,stretching,and 管描述的616 KornFerryresearchhasidentifiedkeycareerexperiencesthatdifferentiateleaders.Themoreofthesekeydevelopmentalexperiencesaleaderaccumulates,thegreaterthepossibilitythattheleaderwillbesuccessfulafterpromotiontothenextlevel.Workingwithresearchpartnersatwell-knownuniversities,KornFerryhasalsofoundthatexperiencehelpsleadersdeveloptheirstrategicthinkingskills(Dragoni,Oh,VanKatwyk,&Tesluk,2011).Aleaderwhohashonedskillsthroughdepthandbreadthofexperienceshasmuchmorebandwidthtolearneverythingelsetheymustconquertosucceedwhenpromotedtothenextlevel.Aleaderwhoisbehindthecurve,wholacksoneormorerelevantexperiences,willhavetolearntheselessonswhiletheyarealsolearningthejob.Thisextrademand,atatimeofrapidchange,makesthetransitionriskyandmorelikelytogoawry.KornFerry的研究已经找出可以表明者间的差别的关键工作经验。这些关键的成长经验 级之后取得成功。KornFerry与知名 者发展自己的战略思考技能(Dragoni,Oh,VanKatwyk,&Tesluk,2011)。通过经验的深度和广度来磨练技能的 LeadershipExperienceInventory(LEI)dataatKornFerryindicatethat,onaverage,leadersatthehighestlevelsaremorelikelytohavehadawiderangeofkeydevelopmental,career-buildingexperiences(seeFigure4).NotealsothatthelargestjumpisfromMid-levelleadertoBusinessunitKornFerry的《 4 Figure4.PrevalenceofkeyformativecareerexperiencesbymanagementSenior Mid-levelleader Traitsyalargeroleinhowpeopledevelop—whatismorenaturalforthemandwhatismoreofaneffort.They,alongwithDrivers,arethemostenduringaspectsofa ,changingtheleastovertime.Traitsare alitycharacteristicsthatexertastronginfluenceonbehavior.Pastresearchhasinvestigatedhow alitytraitscorrelatedwithjobperformanceandthechangingnatureofperformanceacrosstime(e.g.,Thoresen,Bradley,Bliese,&Thoresen,2004).AccordingtoChurchandRotolo(2013),66%ofthesurveyedorganizationsused alityinventoriestoassesshighpotentials.随着时间的推移而改变这一本质有何关联进行了(例如，Thoresen,Bradley,Bliese,&Thoresen,2004)。Church和Rotolo(2013)表明，66%接受过的组织使用了问卷来评估人才。Toachievehighperformance,leadersmustbeginwithaclear-eyedviewoftheirexistingstrengthsandtheirdevelopmentneeds.Theyneedtoknowwheretheyexcel,whentheycantrusttheirinstinctsandabilities,andwhentheyneedtorelyontheinsightsandabilitiesofothers.Theymustalsohavekeenawarenessoftheirthoughts,feelings,andbehaviorsonamoment-to-momentbasis,whatissometimescalled"mindfulness."Thisallowsthemtomanagethemselvesandothersmore Researchsuggeststhatderailedmanagersandexecutivesshareacommonattribute—alackofself-awareness(Quast,Wohkit,Chung,Vue,Center,&Phillips,2013;Sala,2003).Leaderswholackself-awarenessperceivethemselvesdifferentlythanotherpeopleperceivethem.Theytendtoperceivethemselvesmorepositivelythanothers,whichinturnmakesthemlessawareoftheweaknessesthatputthematoddswiththedemandsoftheorganization(Atwater,Waldman,Ostroff,Robie,&Johnson,2005).Thislackofself-awarenesscanresultinmanydestructivebehaviors,whichmayleadtoderailment(Lombardo&McCauley,1988;McCalletal.,1988).研究表明，偏离正轨的管理者和高管有一个共同属性——缺乏自我认知(Quast,Wohkit,Chung,Vue,Center,&Phillips,2013;Sala,2003)。缺乏自我认知的者看待自己与他人看——这些弱点会让他们与组织的要求相（Atwater,Waldman,Ostroff,Robie,&Johnson,20051988;McCalletal.,1988)。Evidencesuggeststhathighlyself-awareleadershaveapositiveimpacton prevalenceofhighself-awarenesscorrelateswithhighrateofreturn.KornFerry'sZesandLandis(2013)yzed6,977self-assessmentsfromprofessionalsat486publiclytradedcompaniesandfoundthatthosewithhighself-awarenesstendtobeconcentratedincompanieswitharobustrateofreturn,suggestingthattheymightcontributetogreaterbusiness es(seeFigure5).高回报率相关联。486家上市公司的专业 进行了6977份自我评估，KornFerry的Zes和Landis(2013)经过对这些自我评估进行的分析，发现那些自我认知程度高的 （见图55.PercentPercentchancethatworksforaasafactorLearningandskilldevelopmentyanimportantroleinanindividual'slong-termeffectivenessandcareersuccess(Silzer&Church,2009;Tannenbaum,1997).学习以及技能发展在的长期效果和事业成功中起着重要作用(Silzer&Church,2009;Tannenbaum1997)。Themosteffectivewaytoassessa 'spotentialtolearnfromexperienceisbymeasuringlearningagility.Learningagilityisdefinedasthewillingnessandabilitytolearnfromexperience,andsubsequentlyapplythatlearningtoperformsuccessfullyunderneworfirst-timeconditions(Lombardo&Eichinger,2000).Learningagileindividualsarenimbleandadaptableinchangingenvironments;theyarekeyyerswhofilltheleadershipbench.Theirabilitytolearnfromexperiencesandtakeonnovelchallengessetsthemapartashighpotentials,asevidencedbytheirspeedycareerascent(Dai,Tang,&Feil,2014;Dai,DeMeuse,&Tang,2013).Nearly25%oftheFortune100assesslearningagilityasonecomponentofpotential.中学习并随后在新的情况下或首次使用时成功应用所学内容的意愿和能力(Lombardo&Eichinger,2000)。学习敏锐的 力人才，他们快速的职业晋升可以证明这一点(Dai,Tang,&Feil,2014;Dai,DeMeuse,&Tang,2013)。将近25%的 100强企业把学习敏锐度作为对潜力进行评估的一Learningagilityisespeciallycrucialduringjobtransitions—suchasapromotion—whenanindividualinvariablyfacesnewandunfamiliarsituations.Insteadofautomaticallydefaultingtofavoritepastsolutionsorproblem-solvingtactics,learningagileleadersapplyfreshandvariedapproaches,ideas,solutions,andtechniquestosolvethosenew,toughproblems.Inshort,learningagileleadersfindnewwaystosuccessfullynavigateunknownandunforeseenchallenges.TheROIfororganizationsandleadersisclear.Researchshowsthatlearningagileleadersareratedmorecompetent,recognizedashavingthemostpotentialforadvancement,getpromotedfasterandmoreoftenthantheirpeers,andoutperformtheirpeersafterapromotion(Daietal.,2013;Dragoni,Tesluk,&Oh,2009;Dries,Vantilborgh,&Pepermans,2012;Lombardo&Eichinger,2000).潜力最大、与同事相比晋升得更快更频繁且在晋升后其表现优于其同事(Daietal.,Dragoni,Tesluk,&Oh,2009;Dries,Vantilborgh,&Pepermans,2012;Lombardo&Eichinger,KornFerryhasthemostextensiveresearchfordescribingandmeasuringlearningagility.Thisincludesobservablecompetenciesandasetofrelatedtraits.KornFerryresearchfoundthathighlylearningagilepeopleearnpromotionmuchmorequickly(Daietal.,2014;Daietal.,2013).Aftergrouindividualsbylow,moderate,andhighlearningagilityscores,ourysisfoundthatmanagerswithhighlearningagilityreceivedtwiceasmanypromotionsoverthe10-yearperiodasthosewithlowlearningagility(seeFigure6).列相关特征。KornFerry的研究发现，学习敏锐度高的人能够晋升地更迅速(Daietal.,2014;Daietal.,2013)。按照学习敏锐度低、中等和高的得分对 分析发现，在10年的时间里学习敏锐度高的管理者是学习敏锐度低的管理者的晋升次数的两倍（见图。Figure6.Numberofpromotionsmanagerswerelikelytoreceiveover10LowlearningHighlearningNumberof2Themoreanindividual'straitsalignwiththetraitsthatarecharacteristicofsuccessfulleaders,thegreaterthepotentialforfuturesuccessathigherorganizationallevels.Traitsfactorheavilyintoquestionsofleadershippotentialbecause alityprofileslooksubstantiallydifferentateachprogressivelevelofmanagement(Crandell,Hazucha,&Orr,2014). 相同(Crandell,Hazucha,&Orr,2014)。KornFerryresearchdemonstratesthattraitsmostprevalentattopleadershiplevelsincludethingsliketakingcharge,havingavision,andbeinginnovative(seeFigure7).Attentiontodetailmaycontributetoearlycareersuccess,butinhibitorevenderailatopexecutive.Thisshiftaccounts,inpart,fortheparadoxofamerelysatisfactorynewmanagerwhosimultaneouslyhasthepotentialtobeasuperior-performingexecutive.Anditexins,inpart,whysomeleadersteaudespiteearlysuccess.Havingtherightlevel—nottoomuch,nottoolittle—ofthesetraitsisoneindicatoroffuturehighperformanceasaleader.KornFerry研究表明，力最级的其具备的最普遍的特征包括掌握全局、有远见且有创新精神（见图7。对细节的注重可能在初期有助于职业成功，但是会限制高管甚至 Figure7.TraitsofleadersacrossmanagementPercentilerelativetoall相对于所有领导者的图Percentilerelativetoall相对于所有领导者的SeniorBusinessunit Mid-levelleader Firstlevelleader Capacityreferstologicandreasoning,orcognitiveability.Researchhasshownthatcognitiveabilityinfluencesvirtuallyeveryaspectofjobperformanceandpotential(Ones,Dilchert,Viswesvaran,&Salgado,2010).High-performingleadersareeffectiveyticalandconceptualthinkers.Theyareastuteatspottingpatternsortrendsindatathatothersmiss.Andtheysolveproblemswithaplomb—atfirstindividually,andthenasleaders—bymarshalingandfocusingresourcesontherightchallenges.Butthereisasubtletraphereasonemovesupinleadership:a 'srolechangesfrombeingtheprimaryproblemsolvertoensuringthattheproblemgetssolved.Leaderswhocannotshiftoutofindividualproblem-solvingmodeandintothejobofcoachingandmentoringothersyzeproblemswillstrugglebeyondmid-levelleadership Likewise,organizationsthatrelyonindividualproblemsolvingastheirsoleorevenprimaryindicatorofhighleadershippotentialriskfloodingtheirpipelinewithpeoplewhowillpeakinmid-levelrolesbecausetheyreverttosolvingcomplexproblemsthemselves.Forthisreason,it'sriskytoassesspurecognitiveabilitywithoutsimultaneouslyconsideringhowthiscognitiveabilityisimpartedinaleadershiprole. Derailmentisthefailuretoachieveone'spotential.The esassociatedwithleadershipderailmentcanbeverycostlyonmanydimensions. Inadditiontothemillionsofdollarsofdirectandindirectfinancialcosts,derailedmanagerscanengenderanegativeimpactattheindividual,team,andorganizationallevels.Suchleadersdon'tbuildcohesiveteams,dwindlethemoraleofcoworkers,damagecustomerrelationships,andfailtomeetbusinessobjectives(Bunker,Kram,&Ting,2002;Hughes,Ginnett,&Curphy,2008).(Bunker,Kram,&Ting,2002;Hughes,Ginnett,&Curphy,2008)。Therisksrelatedtoderailmentgoupathigherjoblevels:expectationsarehigherandconsequencesoffailurearehigher(Hogan&Hogan,2001;Tang,Dai,&DeMeuse,2013).Atthesametime,therearesomebehaviorsthatdon't eacareerriskuntilaleaderreachesahigher-levelposition.Leadersatriskofderailingmaybeperceivedasovercontrolling,asmicromanagers.Theymaycomeacrossasmoremercurialorvolatile.Orperhapspeopleexperiencethemasbeingmoreclosedordefensive.Carefulassessmentofanindividual'sderailmentriskiscrucialbeforemovingthemintoamission-criticalrole. 更严重(Hogan&Hogan,2001;Tang,Dai,&DeMeuse,2013)。同时，有些行为要等 Clearly,thereislittletoleranceforderailmentbehaviorsinbusinessleadership.Organizationsareinfamousfortolerating"quirky"buthigh-producingsalesrepresentativesor"eccentric"butbrilliantindividualsinprofessional/technicalroles.Butthoserolesdependalmostentirelyonindividualperformance.Successasaleaderstemsfromtheenergyandcommitmentofthepeoplebeingled.Derailersunderminetrustinandwillingnesstofollowaleaderandare,therefore,considerablymoredamaging.Forthesereasons,itisimperativethatbothorganizationsandhigh-potentialleadersbeawareofandmanagetherisksassociatedwithderailers. Ratedlikelihoodofderailmentasratedbyothersincreaseswithlevel:(1)thestrengthsthatpropelleaderstothetopoftenhavecorollaryweaknesses;and(2)increaseddemandsandhigherexpectationsyieldmorefocusedscrutiny.Infact,someestimatethat30%to50%ofhigh-potentialmanagersandexecutivesderail(Lombardo&Eichinger,1989).Thepotentialforderailmentisratedsignificantlyhigherforuppermanagementthanlowerandmiddlemanagement(Tang&Dai,2013).(SeeTable2.)据他人评估，脱轨的可能性随着层级而增加：（1）推动 管理者会脱轨(Lombardo&Eichinger,1989)。据评估，上级管理者的脱轨可能性明显高于基层和中层管理者(Tang&Dai,2013)。Table2.Derailmentriskratingsacrossmanagement2.DerailmentFirstlevelN=中层N=N=N= UnabletoadaptSectionIII–TheKornFerryAssessmentofLeadership第三部分：KornFerry潜TheKornFerryAssessmentofLeadershipPotential(KFALP)helpsorganizationsassessandidentifytalentwhohavethecharacteristicsneededtodevelopthecompetenciesandgaintheexperiencetosucceedinleadershiproles.KornFerry潜力（KFALP）帮助组织进评并找出相应的人才——具备发展能力和获得经验所需的特征以在角色中取得成功。Itgivesacompleteviewofa 'sleadershippotential,nomatterwheretheyareintheItaccurayidentifieshighpotentialswithsevenkeysignpostsofleadershippotentialprovenbyresearch.KornFerry 潜力利用经研究证明的 潜力7大关键标志来准确确定 Ithelpsorganizationsinvestintherighttalentandtargettherightareasfordevelopment.KornFerry TheKFALPwasbuiltbyleveragingexpertisefromthecombineddecadesofknowledgeandthehundredsofthousandsofleadershipassessmentsKornFerryhasamassed.Theframeworkwasdevelopedbasedonrigorousysisusingacombinationoftative,qualitative,andmarket-baseddata,sourcingfrombothKornFerry'sownextensivedatastoresandexternalliturereview:来源于KornFerry自己大量的数据以及外部的文献：ResearchysesbasedonavarietyofKornFerryinlectualproperty,suchasLeadershipExperienceInventory(LEI)andKornFerryAssessmentTraitScaleBank,TalentView®ofLeadershipTransitions,andviaEDGE®.BankofLeadershipTransitions）及viaEDGE®。Extensivereviewofthescientificlitureonhighpotentialidentificationandleadership ExpertCustomerAsameasureofpotential,thesevensignpostcharacteristicsmeasuredwithintheKornFerryFourDimensionsofLeadershipandTalentfocusheavilyonTraitsandDrivers—whothe isand eingeneral,ratherthanwhatthe hasdoneorcandotoday.Thefocusispotentialtodevelopforthefuture,ratherthanreadinessorfitforaspecificjobtoday.作为潜力的测量标准，KornFerry力&47个标志特征把重点主要Figure8.FourDimensionsofLeadershipand图8.力&人才的4个维WhatyoudoWhoyouareModeloftheKornFerryAssessmentofLeadershipPotentialKornFerry TheKFALPmeasuresseveralsub-dimensionsofeachsignpost.Allarerelatedtoadvancementintheleadershippipeline. Table3.ModeloftheKornFerryAssessmentofLeadership表3.Korn TheDriverssignpostincludesthreesub-动力包括3个子维度 Advancementdrive:drivetoadvancethroughcollaboration,ambition,Careernning:hownarrowlyorbroadlyfocusedaretheparticipant'scareergoalsandhowspecificishis/hercareern.Rolepreferences:fessionalmasteryandexpertise.TheExperiencesignpostincludesthreesub-3Coreexperience:whataleaderhaslearnedinthecourseofhis/herday-to-dayleadership :thediversityofaleader'sexperienceacrossorganizations,industries,functionalareas,andcountries. Keychallenges:aleader'sexperiencewithanumberofseminaldevelopmental 2Self-awareness:t