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"The CIO Edge" authors draw on Korn/Ferry International’s extensive empirical data on leadership competencies and Gartner’s research on IT trends and the CIO role.

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.

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.

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.

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.

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.

FYI for Learning Agility™ (formerly called FYI for Talent Management™) was designed for any motivated person seeking to develop skills that lead to increased learning agility—referring to the ability to perform well under first-time, challenging conditions.

Buoyed by a sustained stock market rally, executive attitudes about the state of the global economy ticked up in March, though the majority still feel we are in the midst of a "severe recession" according to results from the Executive Quiz released in spring 2009 by The Korn/Ferry Institute.

The reality of deflated retirement savings accounts may be causing global executives to re-evaluate how long they stay in the workforce. A spring 2009 Executive Quiz released by The Korn/Ferry Institute reveals that a majority – 52 percent – of executives plan to retire at age 64 or higher, a jump of eight percent compared with results collected in 2004 when Korn/Ferry last surveyed executives about retirement plans.

Korn/Ferry's Executive Quiz on Job Dissatisfaction among executives reveals that nearly half (47 percent) of employed executives are either somewhat or very dissatisfied with their current position. The lackluster job market has not only left executives unhappy with their jobs, but survey results also uncover a lack of trust for corporate leadership.

Korn/Ferry's inaugural quarterly “Confidence in Leadership Index” shows that despite a turbulent economy and broad swings in a variety of economic indicators, confidence in leadership globally remained stable between May 2009 (when the first benchmark survey was issued) and August 2009. 

Korn/Ferry's Executive Quiz results from a survey conducted in summer 2009 on labor markets reveals a significant improvement in the overall attitude of global executives about the direction of the economy, but lingering anxiety about labor markets.

Korn/Ferry's Corporate Affairs Center of Expertise recently conducted a study of chief communications officers (CCOs) in order to develop a profile of the individuals who run the communications function at major global organizations.

Looking to make the connection between your own (or someone else’s) development and the bottom line? Find out how with FYI For Your Improvement™ 5th Edition—an easy-to-use development tool for learners, managers, mentors, coaches and feedback givers.

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

The Corporate Leavers Survey was published in conjunction with the Level Playing Field Institute and includes groundbreaking facts on corporate professionals - "corporate leavers" - who left their jobs voluntarily based on unfairness. The study examines the costs - both financial and reputational - of voluntary turnover as a result of unfairness based on race, gender or sexual orientation.

Volume 2, addressing current and critical issues in today's work world.

What are psychometrics of the Lominger assessment instruments?

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

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