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Bernthal and Erker, Selection Forecast.

Harter, J. K., Schmidt, F. L, and Hayes, T. L. “Business-Unit-Level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis.” Journal of Applied Psychology, 2002, 87, 268–279.

Robertson, I. T., and Smith, M. “Personnel Selection.” Journal of Occupational and Organizational Psychology, 2001, 74(4), 441ff.

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Russell, C. “A Longitudinal Study of Top-Level Executive Performance.” Journal of Applied Psychology, 2001, 86(4), 560–573.

Howard, A. “Identifying, Assessing, and Selecting Senior Leaders.” In S. J. Zaccaro and R. Klimoski (eds.), The Nature and Context of Organizational Leadership (pp. 305–346). San Francisco: Jossey-Bass, 2001.

Lucier and others, “CEO Succession 2004.”

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Robertson and Smith, “Personnel Selection.”

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Campbell and others, “A Theory of Performance.”

Jansen, P.G.W., and Stoop, B.A.M. “The Dynamics of Assessment Center Validity: Results of a 7-Year Study.” Journal of Applied Psychology, 2001, 86(4), 741–753; Russell, C. “A Longitudinal Study of Top-Level Executive Performance.” Journal of Applied Psychology, 2001, 86(4), 560–573.

Russell, “Longitudinal Study of Top-Level Executive Performance.”

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Garman, A. N. “Assessing Candidates for Leadership Positions.” In R. L. Lowman (ed.), California School of Organizational Studies: Handbook of Organizational Consulting Psychology: A Comprehensive Guide to Theory, Skills, and Techniques (pp. 185–211). San Francisco: Jossey Bass, 2002; Howard, “Identifying, Assessing, and Selecting Senior Leaders.”

Bartram, “Assessment in Organisations.”

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Hogan and Kaiser, “What We Know about Leadership.”

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Thornton and Rupp, Assessment Centers in Human Resource Management.

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Schmidt and Hunter, “Validity and Utility of Selection Methods in Personnel Psychology.”

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Lucier, C., Schuyt, R., and Handa, J. “CEO Succession 2003: The Perils of Good Governance.” Booz Allen Hamilton. [http://www.boozallen.de/content/downloads/5h_ceo_2004.pdf]. October 19, 2004.

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Thomas and others, “Using Personal Values and Motives to Predict Success.”

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Schmidt, F. L., and Hunter, J. E. “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings.” Psychological Bulletin, 1998, 124, 262–274. Also see Ryan and Sackett, “Relationships between Graduate Training, Professional Affiliation, and Individual Psychological Assessment Practices for Personnel Decisions.”

Young, B. S., Arthur, W. Jr., and Finch, J. “Predictors of Managerial Performance: More Than Cognitive Ability.” Journal of Business and Psychology, 2000, 15, 53–72.

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Ibid.

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Kaplan, R. S., and Norton, D. P. “Using the Balanced Scorecard as a Strategic Management System.” Harvard Business Review, 1996, 74, 75–85; Kaplan, R. S., and Norton, D. P. “Strategy Maps.” Strategic Finance, 2004, 85, 26–35.

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Spencer, “Economic Value of Emotional Intelligence Competencies and EIC-Based HR Programs.”

Garman, “Assessing Candidates for Leadership Positions.”

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Day, D. V. “Leadership Development: A Review in Context.” Leadership Quarterly, 2000, 11, 581–613.

O’Connor and Quinn, “Organizational Capacity for Leadership.”

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Research programs that identified distinct types of influence tactics are described in Yukl, G. Leadership in Organizations (6th ed.). Upper Saddle River, N.J.: Prentice Hall, 2006.

Examples of the way leaders use inspirational talks to motivate commitment by followers is described in books such as the following: Bass, B. M. Leadership and Performance beyond Expectations. New York: Free Press, 1985; Conger, J. A. The Charismatic Leader: Behind the Mystique of Exceptional Leadership. San Francisco: Jossey-Bass, 1989.

Studies on situational determinants of tactic use include Yukl, G., Guinan, P. J., and Sottolano, D. “Influence Tactics Used for Different Objectives with Subordinates, Peers, and Superiors.” Group and Organization Management, 1995, 20, 272–296.

Studies on cross-cultural determinants of tactic use include Kennedy, J., Fu, P.P., and Yukl, G. “Influence Tactics across Twelve Cultures.” In W. Mobley and P. Dorfman (eds.), Advances in Global Leadership, Vol. 3 (pp. 127–148). Oxford, England: JAI Press, 2003; Yukl, G., Fu, P. P., and McDonald, R. “Cross-Cultural Differences in Perceived Effectiveness of Influence Tactics for Initiating or Resisting Change.” Applied Psychology: An International Review, 2003, 52, 68–82.

Studies on effectiveness of different tactics include Yukl, G., and Tracey, B. “Consequences of Influence Tactics Used with Subordinates, Peers, and the Boss.” Journal of Applied Psychology, 1992, 77, 525–535; Yukl, G., Chavez, C., and Seifert, C. F. “Assessing the Construct Validity and Utility of Two New Influence Tactics.” Journal of Organizational Behavior, 2005, 26(6), 705–725.

An example of research on tactic combinations is the following: Falbe, C. M., and Yukl, G. “Consequences for Managers of Using Single Influence Tactics and Combinations of Tactics.” Academy of Management Journal, 1992, 35, 638–653.

An example of research on sequencing of tactics is the following: Yukl, G., Falbe, C. M., and Youn, J. Y. “Patterns of Influence Behavior for Managers.” Group and Organization Management, 1993, 18, 5–28.

This example comes from the research by Fu, P. P., and Yukl, G. “Perceived Effectiveness of Influence Tactics in the United States and China.” Leadership Quarterly, 2000, 11, 251–266.

See Yukl, Leadership in Organizations.

Examples of research on resistance tactics include the following: Yukl and others, “Cross-Cultural Differences in Perceived Effectiveness of Influence Tactics for Initiating or Resisting Change.”

See Yukl, G., and Lepsinger, R. Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices. San Francisco: Jossey-Bass, 2004.

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Black and others, Global Explorers, xiii.

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The New Global Assignment.

Ibid., 2.

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McCall, M. W., and Hollenbeck, G. P. Developing Global Executives. Boston: Harvard Business School Press, 2002, 11.

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The New Global Assignment, ix.

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Earley, P. C., and Mosakowski, E. “Cultural Intelligence.” Harvard Business Review, 2004 (October), 139–146, at 140.

Ibid., 143.

Ibid.

Ibid., 144.

Ibid., 145.

These quotations are taken from Warren Bennis’s On Becoming a Leader (Reading, MA: Addison-Wesley, 1989), to whom I am indebted for my appreciation of leadership development.

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Adapted from Ibid., 59.

Black and others, Global Explorers.

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McCall and Hollenbeck, Developing Global Executives, 113.

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McCall and Hollenbeck, Developing Global Executives, 180.

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Ibid., 251.

Black and others, Global Explorers, 219.

Editorial, Business Week, April 18, 2005.

Javidan and House, “Cultural Acumen for the Global Manager.”

McCall and Hollenbeck, Developing Global Executives, 172.

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