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.

Research indicates a key reason why teams fail is that many employees are ill-prepared to make the transition from individual contributor to team member. One of the fundamentals to developing high performing teams is to understand that successful teams do not simply happen. They take much effort and time. They take proper guidance and support from the team leader. They require an organizational culture which enable and fosters team work.

Learning agility is the willingness and ability to learn from experience and then apply those lessons to succeed in new situations. Leaders who are learning agile continuously seek new challenges, solicit direct feedback, self-reflect, and get jobs done resourcefully.

Numerous stories in the popular press and media assert that each generation has different perceptions, values, interests, and expectations that must be satisfactorily managed if organizations are to be successful.

2006 VOICES competency norms for North America.

Businesses in many ways are comparable to machines. To operate, they require a prime source of power. We assert that leadership and human capital power the business machine. As such, talent becomes the primary driver of organizational effectiveness.

What are psychometrics of the Lominger assessment instruments?

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

What are the highest and lowest rated competencies for Executives?

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

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

What influences rter accuracy in 360 degree feedback?

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

“Fast Consolidation” occurs when organizations are quickly combined, business units are consolidated or the workforce is drastically reduced – all of which demand strong leadership from the top.

Research shows that leaders can improve their performance simply by becoming more self-aware. In fact, it is critical for leaders to recognize their own strengths and weaknesses in order to reach their potential and avoid derailment. Findings suggest that blind spots are most common in areas related to adaptability, creativity, and assessing talent.

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?