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    The Benchmarks Sourcebook: Three Decades of Related Research
    The Benchmarks Sourcebook: Three Decades of Related Research
    The Benchmarks Sourcebook: Three Decades of Related Research
    Ebook103 pages1 hour

    The Benchmarks Sourcebook: Three Decades of Related Research

    By Jean Brittain Leslie and Michael John Peterson

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    About this ebook

    Benchmarks, a 360-degree assessment, has been used by approximately 16,000 organizations and over 200,000 managers. Data collected through its administration has resulted in large comprehensive databases that have provided the basis for numerous studies. These annotations on published research were written for anyone who is interested in the research leading to the development and refinement of Benchmarks, the interpretation of the assessment's results, or the relationship of Benchmarks to other psychological assessments.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateJan 31, 2011
    ISBN9781604917437
    The Benchmarks Sourcebook: Three Decades of Related Research

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      The Benchmarks Sourcebook - Jean Brittain Leslie

      Overview

      Since its introduction by the Center for Creative Leadership (CCL) in 1987, Benchmarks®, a 360-degree assessment, has been used by approximately 16,000 organizations and over 200,000 managers. Data collected through the administration of Benchmarks has resulted in large comprehensive databases. These data have provided the basis for numerous studies. While we have attempted to be exhaustive in our search for published works, we acknowledge that there are probably more studies that have taken place than the ones reported here.

      Target Audience and Purpose

      The annotations on published research were written for anyone who is interested in the research leading to the development and refinement of Benchmarks, the interpretation of the assessment’s results, or the relationship of Benchmarks to other psychological assessments. They may also be helpful to anyone looking for paper, thesis, or dissertation topics.

      Writing an annotated bibliography typically helps the author(s) gain a good perspective on a topic—in this case, the assessment of leadership. By reading it, you’ll start to see the underlying key leadership issues and philosophical beliefs leading to the development of Benchmarks and what researchers argue are key issues related to the use of 360-degree feedback for leadership development by decade. You’ll then be able to develop your own point of view.

      The annotations on published research are organized in a way that orients the reader to the accumulation of research over the years—by decade, date, and author. Each decade starts with an introduction of the general focus of the publications for that time frame. An alternative method for organizing the research was to cluster it according to topic. For a list of annotations organized by topic, see appendix A.

      Looking Forward

      CCL maintains a number of databases on individuals who have participated in our programs or who have used our products. We encourage researchers to use these data for research. Names of individuals and organizations are protected and not released. Appendix B of this bibliography lists the guidelines to obtaining access to CCL’s databases. Researchers interested in obtaining access to any CCL program or product database should submit a proposal to CCL.

      The First Decade: 1983–1992

      The majority of the summaries in this decade describe the research foundations of Benchmarks. Benchmarks is based on the results of two main areas of CCL research. These studies are most commonly referred to as the Key Events (or Lessons of Experience) and Executive Derailment research. The Key Events research program focuses on how executives learn and grow over their careers. The technical report Key Events in Executives’ Lives (Lindsey, Homes, & McCall, 1987) summarizes CCL’s first Lessons of Experience research project, which led to the development of Benchmarks. Executive Derailment research, on the other hand, compares and contrasts executives who are successful to those who derail, to determine the kind of development needed to reach senior-level positions.

      These research programs provide insights into the dynamics of management development, including the skills, values, and perspectives that managers need to develop, as well as the potential flaws that they need to avoid or overcome. These studies also serve to reinforce the notion that assessment of both strengths and weaknesses is an important step in the leadership development process.

      As the Benchmarks database grew, the latter part of the decade saw the introduction of studies of self-other rater agreement and its relationship to predicting leadership effectiveness.

      McCall, M. W., Jr., & Lombardo, M. M. (1983, February). What makes a top executive? Psychology Today, 17(2), 26–31.

      Based on a qualitative study of 21 derailed executives (those whose careers were stalled, plateaued, or over at the time of the interview) and 20 arriver executives (those who had reached their expected potential or were still expected to), McCall and Lombardo explored how and why executives were derailed in several Fortune 500 companies. The researchers interviewed human resource professionals and top executives, asking them to describe successful and derailed executives in their organizations.

      Once the interviews were conducted, the qualitative analyses revealed 10 behavioral fatal flaw categories: insensitivity, arrogance, betrayal of trust, overly ambitious, performance problems, overmanaging, unable to staff effectively, unable to think strategically, unable to adapt to a boss with a different style, and overdependent on advocate or mentor. Further analyses suggested that situational changes of rising through the organizational hierarchy caused the derailment of executives. The authors found four basic situational causes for derailment: strengths became weaknesses, deficiencies eventually mattered, arrogance, and events conspired. Hence, both behavioral and situational factors led to derailment of executives.

      However, both derailed and arriver executives made mistakes. These were found usually after the executives lost a compensating boss: entered a job for which they were not prepared, left a trail of small problems on their way up, were not scrutinized before arriving at the executive suite, and failed to be diplomatic once they entered the executive suite. Though not many mistakes were made, both groups took similar missteps.

      When comparing derailed and arriver executives, the McCall and Lombardo study shows several interesting findings. First, the derailed group typically had a series of successes in a single function, whereas the arrivers achieved success in a variety of arenas, implying that a wealth of experiences is important to becoming an arriver. While both groups were problem solvers, the arrivers had a diversity of mentors. The derailed typically had a single mentor, which again suggests that the arrivers had a variety of contacts and experiences with which to solve problems. The qualitative analyses also suggested that how the executives handled adversity made a difference. The arrivers were found to be composed, confident, and articulate, whereas derailed executives were characterized as irritable under pressure and defensive over failures. The arrivers were also able to get along with all types of people. Therefore, while there is no fail-safe way of becoming an arriver, the McCall and Lombardo research suggests three critical components: diversity of contacts and experiences, getting along with all types of people, and handling adversity with poise and grace.

      McCall, M. W., Jr., & Lombardo, M. M. (1983). Off the track: Why and how successful executives get derailed. Greensboro, NC: Center for Creative Leadership.

      This technical report echoes the previous McCall and Lombardo (1983) Psychology Today article. The authors’ findings suggest that those who arrived and those who derailed were similar in many ways: they all were incredibly bright, were identified early, had outstanding

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