This paper examines the underlying assumptions that competency-based frameworks are based upon in relation to leadership development. It examines the impetus for this framework becoming the prevailing theoretical base for developing leaders and tracks the historical path to this phenomenon. Research suggests that a competency-based framework may…

Purpose: The purpose of this paper is to show that most small business owner-managers are technically competent in their area of business activity however they do not always have equal managerial competence. For example, deficiency in human resource management competence may lead to difficulties in attracting, retaining or leading staff. These…

This book presents a nontechnical, step-by-step process that shows how to evaluate any 360-degree-feedback instrument intended for management or leadership development. The 360-degree-feedback instruments collect information from different sources about a target manager's performance, and they offer multiple perspectives. The 16 steps in…