Leadership Assessments
Case Study: Leadership Assessments for Succession of the Robinson Agency
Kia Williams
University of the Rockies
Abstract
This paper is a case presentation of a collaborative effort between an established leader of firm and a consultant team to develop an assessment approach in preparation for Mr. Robinson’s retirement and succession plan. Given that this once small family owned business has developed into a well-established firm under the tutelage of Mr. Robinson, he desires for the legacy to live on after he retires. The paper will discuss the role of assessments and how helpful they can be in a multitude of ways when planning the selection and management of current and potential talent.
Case Study: Leadership Assessments for Succession of the Robinson Agency
The task at hand is to assist Mr. Robinson with the development of an assessment plan for his successful company that he will turn over to his successor(s) in 5-10 years. Mr. Robinson would need to identify long-term and short-term goals for the organization with a vision in mind for how the company will continue to be successful. It is very important that this plan be implemented and its effects gauged notably prior to Mr. Robinson’s departure from the company. Mr. Robinson will be deciding what kind of leaders he wants to turn the company over to. Does he already have enough of those leaders? Are there leaders currently employed that can be developed to the standard Mr. Robinson is looking for? How will Mr. Robinson go about identifying those leaders, current characteristics and development potential? These are all questions to be considered when working with Mr. Robinson to develop a plan for the company’s success and future performance.
A goal in helping Mr. Robinson’s assessment plan development is to be able to help him come up with a clear definition for talent and how to measure potential in his pool of leaders and possible future leaders (Silzer & Davis, 2010). Silzer and Davis
Kia Williams
University of the Rockies
Abstract
This paper is a case presentation of a collaborative effort between an established leader of firm and a consultant team to develop an assessment approach in preparation for Mr. Robinson’s retirement and succession plan. Given that this once small family owned business has developed into a well-established firm under the tutelage of Mr. Robinson, he desires for the legacy to live on after he retires. The paper will discuss the role of assessments and how helpful they can be in a multitude of ways when planning the selection and management of current and potential talent.
Case Study: Leadership Assessments for Succession of the Robinson Agency
The task at hand is to assist Mr. Robinson with the development of an assessment plan for his successful company that he will turn over to his successor(s) in 5-10 years. Mr. Robinson would need to identify long-term and short-term goals for the organization with a vision in mind for how the company will continue to be successful. It is very important that this plan be implemented and its effects gauged notably prior to Mr. Robinson’s departure from the company. Mr. Robinson will be deciding what kind of leaders he wants to turn the company over to. Does he already have enough of those leaders? Are there leaders currently employed that can be developed to the standard Mr. Robinson is looking for? How will Mr. Robinson go about identifying those leaders, current characteristics and development potential? These are all questions to be considered when working with Mr. Robinson to develop a plan for the company’s success and future performance.
A goal in helping Mr. Robinson’s assessment plan development is to be able to help him come up with a clear definition for talent and how to measure potential in his pool of leaders and possible future leaders (Silzer & Davis, 2010). Silzer and Davis
References: Ashe, R. L., & Lundquist, K. K. (2010). The legal environment for assessment. In J. C. Scott, & D. H. Reynolds (Eds.), Handbook of workplace assessment (pp. 643-670). San Francisco, CA: Jossey-Bass. Campion, M. A., Fink, A. A., Ruggeberg, B. J., Carr, L., Phillips, G. M., & Odman, R. B. (2011). Doing competencies well: Best practices in competency modeling. Personnel Psychology, 64(), 225-262. Irving, J. (2008). Utilizing the organizational leadership assessment as a strategic tool for increasing the effectiveness of teams within organizations. Journal of Management & Marketing Research, 1(), 84-92. Paese, M. J. (2010). The role of assessment in succession management. In J. C. Scott, & D. H. Reynolds (Eds.), Handbook of workplace assessment (pp. 465-494). San Francisco, CA: Jossey-Bass. Parris, D., & Peachey, J. (2013). A systemic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377-393. Personnel Decisions International Corporation. (2011). From leadership potential to promotion success: More accuracy, more insight. Retrieved from www.pdinh.com SHRM Foundation. (2012). Investing in the future of HR. Retrieved from www.shrm.org Shekari, H., & Nikooparvar, M. Z. (2011). Promoting leadership effectiveness in Organization: A case study on the involved factors of servant leadership. International Journal of Business Administration, 3(1), 54-65. Silzer, R., & Church, A. H. (2009). The pearls and perils of identifying potential. Industrial and Organizational Psychology, 2(), 377-412. Silzer, R., & Davis, S. L. (2010). Asessing the potential of inidviduals: The prediction of future behavior. In J. C. Scott, & D. A. Reynolds (Eds.), Handbook of workplace assessment (pp. 495-532). San Francisco, CA: .