The identification and selection of leaders often results in poor leaders being put into leadership roles. The impact of choosing poor leaders is widespread and can be costly. A contributing factor to poor selection is the variation that exists in criteria used in determining potential leaders. Lack of competence, resources, and biases often derail the process of selecting future leaders. Additionally, if leaders in organizations use different criteria, it is difficult to identify high-potential leaders early in their careers and consistently groom them to become strong leaders over time. The problem addressed through this study was the variation that exists in the criteria and tools leaders at different levels, in real estate firms, used to determine the leadership potential of employees. The purpose of this qualitative case study was to explore the selection tools and criteria used at various organizational levels to determine the leadership potential of employees. The Leadership Blueprint was used as the conceptual framework for this study. Four criteria from the Leadership Blueprint, intelligence, personality, motivation, and learning agility, were examined to determine the usage and importance of these criteria to participants. A qualitative research design was chosen, and the researcher was the primary instrument for data collection. The study sought to answer two research questions. Using chain-referral sampling, 20 real estate companies were contacted, of which five ultimately participated in the study. The study comprised of interviews with four leaders at various levels in each of the five companies, including the CEOs. The hour-long interviews were recorded and transcribed, and NVivo software was used to code the data, analyze it for themes, and determine the point of saturation. The data was examined at a macro level, but was also sorted by companies and by the CEOs as a unique group for analysis. The results revealed wide variation in the criteria and tools being used to determine leadership potential. There was a lack of consistency in the definition, the challenges, and how potential was being determined. Within each company, as well as within the group of CEOs, there was wide variation in perspective. The examination of the four components of the Leadership Blueprint, intelligence, personality, learning agility, and motivation, revealed in most cases, the four criteria were not being used in the original set of criteria offered by participants. These same four criteria were confirmed as critical criteria by almost all participants when asked specifically about intelligence, personality, learning agility, and motivation. The results of this research contribute to the field of study by addressing gaps in both the usage of the Leadership Blueprint and in the variation that exists in determining leadership potential. This research can assist practitioners in understanding the deficit in knowledge and agreement in what should be used as selection criteria as well as understanding the potential outcomes of a practical application of the Leadership Blueprint.
|Advisor:||Rawlings, Melody, Carpenter, Corey|
|Department:||School of Business and Technology Management|
|School Location:||United States -- California|
|Source:||DAI-A 82/1(E), Dissertation Abstracts International|
|Subjects:||Management, Business administration|
|Keywords:||Assessment, Determining leadership potential, High potentials, Leader selection, Leadership blueprint, Potential|
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