A Method for Capturing Context in the Assessment of Leaders: The “Too Little/Too Much” Rating Scale

Jasmine Vergauwe, Robert B. Kaiser, Bart Wille, Filip De Fruyt and Joeri Hofmans

Industrial and Organizational Psychology, 2018, vol. 11, issue 4, 657-662

Abstract: In their focal article, Reynolds, McCauley, Tsacoumis, and the Jeanneret Symposium Participants (2018) stress the importance of context in leadership assessment. For instance, they argue that senior executives work in a different context compared to lower-level managers and that this should be taken into account. A simple example is that the competency of strategic thinking is critical for executive performance but much less so, if at all, for front-line supervisors. The claim that context matters in leadership and in the assessment of leaders is easy to grasp but difficult to apply in practice.

Date: 2018
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