Publications

"Coaching: An International Journal of Theory, Research and Practice," written by Korn/Ferry's Kenneth P. De Meuse and Guangrong Dai, examines the effectiveness and ROI of executive coaching.

Korn/Ferry research found that four primary patterns of leadership account for 70 percent of managers and executives. Each type has its own strengths and weaknesses that play out in different ways on the job. Matching leadership type to job assignment can help leaders make informed choices and proactively plan for their development.

What are the highest and lowest rated competencies for Executives?

2006 VOICES competency norms for North America.

Does 360 degree feedback make a difference in the development of executives.

Extensive research has identified the competencies required for leaders to succeed. The best method for integrating talent management throughout an organization is to use competency models as the foundation for all aspects of strategic HR, including selecting, developing and deploying talent. When competency modeling efforts are sponsored by senior leaders, aligned to strategy, and based on validated research, that leads to increased shareholder value, studies have shown.

Extensive research has identified the competencies required for leaders to succeed. The best method for integrating talent management throughout an organization is to use competency models as the foundation for all aspects of strategic HR, including selecting, developing and deploying talent. When competency modeling efforts are sponsored by senior leaders, aligned to strategy, and based on validated research, that leads to increased shareholder value, studies have shown.

While executive coaching has increased markedly during recent years, the professional application of coaching, our understanding of when to use coaching, and the evaluation of its effectiveness has lagged far behind. The purpose of the current study is to review empirical studies on executive coaching in the literature, synthesize their findings, and explore implications for the delivery of executive coaching.

What are psychometrics of the Lominger assessment instruments?

What does current research say about the effectiveness the "onboarding"  process? 

What influences rter accuracy in 360 degree feedback?

Does the importance of various leadership competencies change across organizational levels?

VOICES® norms for skill competency and skill importance for North America, Europe, Asia, and New Zealand/Australia.

Read about key insights into 360 feedback ratings.

The Korn/Ferry T7 Model of Team Effectiveness includes 80 survey items systematically positioned into seven factors and 20 dimensions. The purpose of this investigation was to perform a series of factor analyses to determine the extent to which empirical data support this theoretical model. Since the model represents a pre-existing model of team effectiveness, “confirmatory factor analysis” is the most appropriate. In other words, we want to confirm that this model is accurate.

To succeed in today’s economy, organizations must possess global leaders with the right knowledge, experience, and competencies. However, many multinational companies resist identifying and developing talent globally largely because of the assumption that global leaders in different regions of the world possess and need significantly different skills.

How do you identify high potential around the world?  Are there differences?

Chinese businesses have been integrating into the global economy at an extraordinary pace during the past decade. This large scope of globalization in China has created unprecedented human resource challenges. A chief concern has been the acute scarcity of Chinese leadership talent. Based on our global leadership assessment data, we contrasted Chinese managers with a global sample.