Identifying leadership potential in an Australian context
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There is increasing recognition that identifying leadership potential is vital for long-term organizational survival. Using a sample of 166 Australian public service employees, and their 149 managers, this article empirically examines the role of general mental ability, problem-solving skill, emotional intelligence, employee engagement and career aspiration in identifying leadership potential. Both manager and employee self-ratings of leadership potential perceptions are considered as well as the presence of rater effects. Manager perceptions about problem-solving ability, engagement and aspiration predicted their ratings of employee future leadership potential. Employee self-ratings, apart from aspiration, did not. Rater effects were found. We discuss the implications of these results and suggest some strategies to more closely align managerial and employee views of leadership potential.
Asia Pacific Journal of Human Resources
© 2014 Australian Human Resources Institute. This is the pre-peer reviewed version of the paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
Business and Management not elsewhere classified