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Identifying Blind Spots in Leadership Development

Identifying Blind Spots in Leadership Development
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Author(s): Timothy W. Turner (Independent Researcher, USA) and Richard J. Conroy (Dallas Baptist University, USA)
Copyright: 2021
Pages: 22
Source title: Research Anthology on Business and Technical Education in the Information Era
Source Author(s)/Editor(s): Information Resources Management Association (USA)
DOI: 10.4018/978-1-7998-5345-9.ch025

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Abstract

A plethora of market available 360-degree assessment tools add value to the work of organizational leadership and management professionals. This chapter examines 360-degree assessments in terms of leadership development, training, and coaching. Multi-rater assessment use is reviewed in the context of emotional intelligence competencies. Leadership development is enhanced when benchmarks are established for leaders in the area of emotional intelligence. Organizations can identify keys to leader development by recognizing specific competencies in “star performers” (high performers). Self-report assessment instruments are generally useful in identifying key leadership competencies, but are limited by an individual's self-awareness. 360-degree multi-rater assessments enhance and support the recognition of these specific competencies but more so serve to identify blind spots or gaps in competency areas. Any divergence is often between a leader's self-reporting and observations gleaned from a 360-degree perspective by peers, subordinates, managers, family members, friends, and others.

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