This article by Morgan W. McCall, Jr.(USC) begins with seven reasonably sure bets about the role of experience in leadership development, ponders the reasons that what is known is so rarely applied, suggests some things that can be done to put experience at the center of development, and concludes with recommendations for practice and for research.
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Research and Insights from the Center for Effective Organizations
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Crafting a Path Toward Mastery: Turning a Personal Leadership Development Plan into Something
Morgan W. McCall, Jr. (USC) attempts to describe an alternative approach to creating a personal plan for developing leadership ability.
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Developing the Expert Leader
In this article, Morgan W. McCall, Jr. (USC) and George P. Hollenbeck (Hollenbeck and Associates) look at leadership through the lens of expertise and relate the findings of a wide range of research on experts, expertise, and expert performance to how we think about leaders and leadership development.
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8 Myths About Developing Global Executives
George P. Hollenbeck (Hollenbeck Associates) and Morgan W. McCall, Jr. (USC) explain that as companies strive to expand their reach from national to global enterprises, the limiting factor is more likely to be human rather than financial capital.
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Developing Global Executives: The Lessons of International Experience
Based on a wide-ranging study of veteran global executives, leadership development experts, Morgan W. McCall and George P. Hollenbeck reveal what it takes for organizations to groom, and individuals to become, successful international executives.
Beyond Competencies: Using the Ability to Learn from Experience for the Early Identification of International Executives
Morgan W. McCall, Gretchen M. Spreitzer, and Joan D. Mahoney discuss the development of an instrument which measures both traditional competencies for international executive success and the ability to learn from experience.
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Leadership Development: Contemporary Practice
George P. Hollenbeck and Morgan W. McCall, Jr. speculate on what the current state of the science, art, and practice of leadership development implies for leadership development in the 2000s.
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Early Identification of International Executives
This research by Gretchen M. Spreitzer, Morgan W. McCall, Jr., and Joan D. Mahoney extends the traditional approach to the early identification of executives by introducing the notion of ability to learn from experience.
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Identifying Leadership Potential in Future International Executives: Developing a Concept
Morgan McCall asks the questions “What does it mean to have “potential” as an international executive? Of the seemingly endless list of attributes that might serve an executive well, which ones should you look for in a high potential manager?”
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Developing Leadership: A Look Ahead
Morgan W. McCall, Jr. discusses how dramatic change has stimulated a search for a “new kind of leader,” implying that selection and development of leadership was adequate in the past but that the chosen skills are no longer adequate for today’s world.
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In Transit: From Physician to Manager
Morgan W. McCall, Jr. and Judith A. Clair report that physicians are finding themselves in increasing numbers in significant managerial roles. Successful transition from a role as individual professional to a managerial role is neither automatic nor easy.
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Why Physician Managers Fail
It is no small step to leave behind years of training, apprenticeship, and clinical practice to take on a new profession. Yet that is what increasing numbers of physicians are doing as they enter managerial jobs, as discussed by Morgan W. McCall, Jr., and Judith A. Clair in this article.
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